MVP Feedback Tactics

In lean product development, there's the concept of a Minimum Viable Product, aka the MVP. 

(A MVP is intended to prove (or disprove) assumptions made in a business model. It's a product which aims to solve the core problem with as few features as possible.   Spending time building a product is expensive and in the earliest phases of a startup that expense hurts unless there are paying customers that follow quickly. So, you build a MVP).

But just how can you test out the product and get customer feedback?

What are the feedback loops? 

How can you be scrappy and learn fast with minimal investment?

Here's an excellent article giving a few great examples; "Minimum Viable Feature Analysis" by Alistair Croll (@acroll), co-author of Lean Analytics: Use Data to Build a Better Startup Faster.

In the article, Croll gives us suggested tactics such as

• Survey (just one question though)

• Phone a friend

• Headcams and stop motion cameras

• Watch someone use a competitors app

• Button to nowhere (my favourite)

• Sign Up Form 

• Prototype

• What would Bob do?

• False payment (sneaky, but very smart)

They're all great tactics, they all find ways to validate assumptions before investing too heavily in a finished product.

I've always been a fan of testing something to see if it works, then tweaking based on early feedback.  It's an evolutionary mindset that requires me to apply myself to a problem and learn from experience. This works not only in software development, it works in almost all areas of work.

I never truly understand a problem until I try to solve it.

Whose Job Is It Anyway?

One of my favourite maxims is "vision without execution is hallucination".  Not sure who coined the phrase but I like it.  It's all very well saying "let's do something" and it's something else to actually get it done, especially if it involves people.

It's helpful to have some "getting stuff done" tools in your toolkit and one tool that I've found helpful in the past is "RACI".

To get from an idea to reality, we need to know who is going to do the work.  This is where RACI comes in.

RACI stands for "Responsible, Accountable, Consulted and Informed".  It's a usually framework to understand the roles of all the actors in a system required to get a task done.

Responsible
The responsible person is the doer.  (Or doers, i.e. those that actually do the work and deliver to the agreed standards, time frames or expectations).

Accountable
The buck stops here.  This person is answerable for the correct and thorough completion of the task.  It can only be be one person.  The accountable person may well delegate their tasks to a responsible person but they cannot delegate their accountability.

Consulted
Their opinion is sought, these are experts whose skills or knowledge can influence the success of the task.  It's a two way communication flow between the Responsible and Consulted parties. It can be more than one person.

Informed
(Or - told). Those who need to know what's going on.  Not necessarily during task, more likely on completion.  It's a one way communication and it's usually many people.

In any project, you write down all of the tasks down as the rows in your matrix.  In the columns, write either names or job titles.  In the grid, type R, A, C or I in each cell. 



If you do this with all of the people involved you can then get consensus on who does what.

It provides a good grounding for the next part of organising - what interactions (e.g. meetings) and documents are required during the project to make sure everyone gets what they need from the others involved.

10 Ways For Teams To Do More Useful Stuff

Most managers, most of the time, have a job to do; mostly we manage a team to do stuff.

Sometimes we sit in meetings where ideas flow, sometimes we do deals. However, the nuts and bolts of business is just that; putting together nuts and bolts for other people to buy. (Or in recent years - bytes and bits).

After 20+ years of "getting stuff done" these days as a COO I'm still learning every day about what works. How to organise and coordinate teams in the most effective way. By effective, I mean in the way that creates most value for customers.

If a new manager were to approach me early in their career and ask today, "David, how can I really manage work flow well?", I'd give them the following ten tips. They are what I aspire to myself every day.

Whether it's managing software development teams, call centres, HR projects or staging events, I've found these principles to work. Until recently I hadn't been able to express them clearly. Reading about Japanese production methodologies has helped me reflect on what has worked for me and why.

So, here's my ten tips for getting stuff done well...


1. Make the work flow public

Get the work on the wall. In real time.

These days there are plenty of software solutions to track the status of a project but sadly even the best software fails when it comes to improving team effectiveness. That's because looking at a computer screen is generally not a public process and public processes create peer pressure.

Simply getting the status of the project on a wall and updating it on a daily basis creates awareness amongst all team members and prompts discussions such as, "why is everything stuck in the design phase", "we're not going to hit our target so what are we going to do" or "we're doing well". For example, use post-its that represent tasks that move along between phases of a project, columns for these phases and rows for individuals or sub-teams. Or, in the case of service environments data points such as open cases today, calls waiting, calls successfully answered within 3 rings.

By making the data public and keeping it updated the team starts to work together to address the challenge.

You might think that post-it notes, whiteboards etc are an extra layer of information processing that you don't need if you already track on a computer. Even if there is an extra cost or maintaining real time public work boards I've found the productivity gains to be worth the extra effort. It's counter-intuitive but like most things counter-intuitive it has a surprising effect.

Visual controls. They're very very effective.


2. Go and see the work

You can run all the metrics you like but a good manager needs to be close to the work.

As a Senior Manager this is not practical to do with all the teams that you manage but you still need to periodically "go and see". And literally spend time watching. It's these observations (supported by relevant data) that allow you to make the smart decisions. What's important to fix right now. What's causing the delay / error / problem. Who can help me improve this situation.

A manager is focused on what's closest to him or her. So go to where your customers are and you'll end up focusing on your customers.


3. Be your own customer

I use the word customer in the very broadest sense. Customer can mean consumer, the purchaser of the product or service. Or - a customer could be a supplier. Or - a customer could be a colleague in another team. Basically, if you deliver a service or product to anyone internally or externally, they are your customer.

For example, the finance team are customers of the HR team because they require payroll data from the HR team. The worker getting paid at the end of the month is the customer of the finance team.

Being your own customer can really expose you to the experience of being that customer. What problem is it that you need solved? What does it feel like to have that problem solved by your company? What could be better and why?

At the end of the day, people pay for products and services to solve a problem that they have. E.g. making phone calls (telephone), keeping on touch with friends (social network), self-esteem (fashion), hunger (food), family time (holiday).

If you don't experience the problem and solution yourself you cannot achieve the same level of understanding. Go and be your own customer as a customer would experience it. That helps you to see the value and see the improvements needed.


4. Be able to do the work yourself

Simply sitting with a team creates an awareness that you can't get by sitting in an office next door. Even better, you need to have done the work to truly appreciate what could be improved.

If you can shadow a team member for a day or two, see what it's like to receive the information that they receive, use the tools they use, you are so much more aware of what's important, possible or needed.

Some of the very best managers are those that worked their way up through the organisation from knowing the work in detail from the ground up. They are indeed "grounded" yet have managed to take on senior manager roles. This gives them the ability to have a "helicopter view" and a "ground level view" and they can switch between the two quickly and at will.

This is why it's so important to develop people within a team and train the next generation of leaders from within if at all possible.


5. Reduce work in progress

This is one of the most important and effective principles of all and it's one of the most difficult to achieve. Often we will hear of the importance of focus. Focus is all about deciding what not to do rather than about what to do. It actually about reducing work in progress.

If you have 10 tasks that you are simultaneously working on, you will be switching between tasks a lot. If you have 2 or 3 you can generally work through those in some detail and do them properly. You will actually end up doing more and doing it better. Fact, trust me.

Easy to say, not easy to do. Why?

Think about email as an example. You have a number of projects on the go. You reply to emails, you send emails and that's often because you're collaborating with others to achieve a project goal. Rarely do we work completely alone. The emails that are "sent" go out into the world and one day they might come back with the information you need and you can carry on. In the meantime what do we do? Go to meetings and collect new "to do" actions, plus we reply to whatever is in our inbox. This creates more threads and open items. Everyone else you're working with is doing the same thing and before long the organisation is multi-tasking and task switching adding more and more tasks that get slower and sometimes don't finish at all.

To combat this, discipline is needed. One way to achieve this is to periodically meet as a work group (daily or weekly depending on the group) and identify the top 3 things that matter for the common period and work together on those first every day until they're done. Not 10 things but 3 things.

Work through those 3 things and (here's the important bit), do not start anything new unless you've finished what you can on those 3 things.

You can always create a "queue" to have agreed items next in line once you have spare capacity to "pull" new work onto your schedule.

If you force a limit on the number of items in progress at any one time, the ones in progress move faster and the overall speed of the team improves.

I've found a useful online tool for organising projects and limiting work in progress for this purpose is Kanbanery.


6. Document the process

By writing down your process you have a point from which to measure and optimise it. In fact I would argue that the main purpose of documenting a process is so that you can change it in the future.

The process of documentation (whether it be in words or diagrams) exposes the process to the eyes of the team. You can start to see opportunities to optimise it. Do we really need to do that bit? If we bypassed step 4 would it speed up the process? How many people are involved and could we reduce that? (See point 10).

Go back to the process on a regular basis and ask, "how can we make this process better for our customers?"

Once a team understand that a process is there to be changed and not to be blindly followed without critiquing, it can be very empowering.


7. Measure the flow

How long does it take for a task to go from initiation to completion? Measuring the speed of work but also the variance of work demand is essential to speed up and smooth out the flow. And speeding up and smoothing out the flow (see point 9) leads to better value for all involved.

An example for an HR team; from job requisition approved to offer made, what is our average lead-in time? (And following on from that, what causes the delay in the process and how do we improve that without reducing quality of hires?). If you can measure the flow you can improve it. So go figure out how to measure.


8. Design processes starting with the customer

In any system, there is some kind of end result. Software shipped. Employee hired. Customer enquiry answered. Expenses paid.

When designing processes start with the end customer (either internal or external customer) and figure who sits directly before them in the process. Then who sits before them. And so on. The end customer is "downstream" and the initiator of the process is "upstream".

The process needs to be designed so that the downstream people get what they need when they need it. Then work backwards. This is known as a "pull system". A true pull system provides the quickest path to providing value for the customer.

So many organisations and teams work the other way around. They push things through and you end up with bottlenecks, delays and stress.

This a really tricky principle to pull off well and it requires the buy in of decision makers involved to make it happen. I can't claim to have mastered this myself in all areas of my work. I have however seen it work very well in software development teams that I've managed.


9. Level the flow

What does levelling the flow mean?

In software it means a steady stream of (pulled) productive work without overloading the team with spikes of (pushed) deadlines.

In contact centres it means predicting inbound consumer demand and matching staffing schedules to meet those predicted demands rather than being quite on slow days/hours and overwhelmed on busy days.

Sometimes you'll pull ahead of demand, sometime you'll catch up but all the while your people are steadily adding value in a productive way.


10. Reduce the number of people involved in a task

If a task has 2 people involved and 4 steps it will much faster than if there are 4 people and 4 steps.

If a task has 2 people involved and 4 steps it will be faster than if there are 2 people and 6 steps.

Reducing the steps and the people increases speed and, as long as quality is not decreased, increases value.

Modern companies tend to evolve to create division of labour. This is very useful in fact. A lawyer is better at being a lawyer than a software developer and vice-versa. So for some tasks you need experts. But for others there is division of labour because it's easier to train one person to do one thing than train one person to do many things. Plus, you can pay less for the low value tasks.

So, a simple question to ask is, do I really need this division of labour on this task or do I just need to invest in training?

As customers we hate being passed from one person to another. So as business owners we need to do that only when needed and create multi-talented well trained team.



Recommended reading

The Toyota Way by Jeffery Liker
The Power of Less by Leo Babauta
Kanban by David Anderson
Switch by Chip & Dan Heath

The Experience of Others

You're sitting in a restaurant having a great time, in fact it's a wonderful evening.  You have a good round table with a bunch of friends, the food is fantastic, the service is excellent, the wine is flowing.  The next day you get an email from the restaurant owner asking to rate your visit and you give it 5 stars.  It was fantastic.

Mrs Restaurant Owner is very happy because her customer was deeply satisfied with the experience.  She also runs a good business so she made some money that night.  Overall, it was a success for everyone involved.  Fantastic guest experience, good business, everyone is happy.  Wonderful. Beautiful. Perfect.

Ah. Experience.  That's a troublesome thing you see because it's actually quite difficult to establish what precisely was it about the experience that was good.  Was it the conversation?  Was it the company?  Both of these things?  Or the food? Or the seating configuration?  In fact, it's all of these and much more.  Experience is an emergent phenomenon.  It's emerges from a set of relationships, objects and timing in a specific moment for a specific individual to feel, well, something.

Product managers of a website have the same challenge as a restaurant owner.  They need to create an emergent set of experiences that support the business objectives.  Those emergent experiences could be for example, ease of use, joy, engagement, desire, advocacy (telling others), typing in credit card numbers, or creating a profile.

A Product Manager is an experience engineer.

Creating something which is emergent is not easy.  It's bloody difficult.  If everybody could do what Apple have done with their products in the last 10 years they would have done, but they didn't.  If something is difficult to do, it's difficult for others to copy.  And creating emergent systems that create wonderful experiences is extremely difficult. It's part art and part science.

In this world of emergence first you need to understand the systems from which your experience will come from.  The restaurant owner looks at all the details, from hiring of chefs, their kitchen organisation, the staffing rotas, the buying of ingredients, the menu design and hundreds of other small details and tries to create repeatable patterns of success that result in emergent experiences that restaurant goers rave about.  It's difficult in a restaurant and it's difficult on a website.

This web of interrelated influences that creates the emergent behaviour is a 4D world.  It's like the web itself, connected nodes of influence that act like the synapses in our brain, triggers firing behaviour from one sphere to the next. The fourth dimension is of course time, because each customer interacts with your company several times in several ways in different states of mind at different locations.

A creative product manager will first try to understand the web of influences, understand the triggers and amplify the ones that work, as well as trying new things that could be new influences and triggers.  All the time, measuring the impact as best she can.

Here's the thing though, experience can never be fully measured.  It's indescribable, intangible.

I can try and explain to you how I felt thinking this through on my walk up Shaftesbury Avenue this morning, Run DMC pumping through my headphones, excited because I'd pulled together some thinking that I'd been dwelling on for weeks, rucksack on my back, thinking of my next ski touring trip.  I could try.  No-one can ever really feel that except me, at that time, in that place with my history, future and present before me.

You can measure many aspects of experience, many dimensions.  Snapshots. Like the restaurant rating from the delighted customer.  You cannot really feel the experience of others, but you need to do your damn best to try.

As a product manager you are dealing with millions of those experiences.  And furthermore, you are building an interface that your customer will experience using a team of other people.

Building great experiences for others, through others.  A tough, but rewarding challenge.

How not to ask for a phone number

A real life lesson in simple usability improvements that can improve conversion rates.

My wife and I love the movies, so to celebrate Valentine's Day this weekend we'll be going to our local cinema to see "The Kings Speech".  I've heard it's very good.

I booked online with at the cineworld.co.uk site (@cineworld) and only just managed to book thanks to a rather horrible usability hurdle.  Here follows what I wrote to them using the contact pages after the experience.

Dear Cineworld

"...I wanted to share with you a usability problem I had with the payment pages.  If my experience is anything to go by it will be seriously hampering your conversion rates and if you fix it should improve your bottom line immediately...


It's to do with the validation of the mobile phone number.


I initially put in my number as follows;
077XXXXXXXX


The error message told me to add the country code. So I did;
+4477XXXXXXXX


The error message told me to only use digits.  So I did;
004477XXXXXXXX


Then the was another error message.  Can't remember exactly what it said.  To get through the validation process I needed to actually type;
4477XXXXXXXX


4 attempts!
From someone who works building websites for a living and has done so for the last 11 years!


It's quite possibly the worst validation experience I've ever  had.


Suggestions;
1. If you want to capture the data in that format tell them so in the form up front 
2. Alternatively have a drop down of country codes to select from with UK as default.  Then ask people to enter their number as normal in the field and get your programmers to remove the first zero and any spaces.


In essence - you're making it way too complicated.


Hope you find this useful..."

What's happened here?

I've seen this happen many times.

The developer says, "In order to send SMS confirmation messages, my system needs clean and correct numbers.  I need the country code, then the mobile number in the following format; [XXYYYYYYYYYY] (where X is the country code, no zeroes, no symbols and Y is the number, no spaces, no zero up front)".

The developer does not say, "How do people usually type in their mobile numbers?  How can I help them enter it in a way that is obvious for them and still helps me get the data in the format I need"

Don't blame the developer though.  The producer / product manager should be on top of this during the design process and the interaction designer should instruct the developer.

Cineworld, to be fair have built a pretty intuitive website and it's very easy to find and select a movie to book.

Funnily enough, Cineworld did populate the form with a suggestion format in the field.  I didn't see it, the light grey was so light it didn't register.  Then, when I got it wrong, I didn't have obvious instructions on what the format should have been.

The only way top really test this is to watch real people using it.  People with nothing to do with the design process. Learn from idiots like me, tweak the form, then measure the results.  How many more visitors converted into bookings did I make as a result of that change? Sounds obvious.

Be your own customer.

Habit - The Enemy Of Evolution

If evolution is a natural state, so is habit. They're a tricky pair, evolution and habit - but in my view, they are remarkably prevalent.

Evolution needs to be understood to understand how business value is created and sustained.  Good business ideas (that create value) are rarely thought up out of nothing - they build on what came before - they are the product of evolution.  Evolution brings constant change and adaptation to the changing environment - and this can generate new value.

Habit needs to be understood to realise why value gets eroded.  Habits are repetitive, with no change and adaptation to the changing environment - and habits can erode existing value by failing to adapt to changing circumstances.

We typically think of evolution from a Darwinist perspective - that is - we relate evolutionary theory to how species have changed over time.  Even people who don't agree that this is how we came to be (e.g. have a creationist bias), they still understand what evolutionary theory proposes.

Evolution can be summarised in three words: "differentiate, select, amplify" - are these three words our code not only for surviving, but for progressing, succeeding and winning?

To recap, Darwin suggested that "Favourable variations would tend to be preserved and unfavourable ones to be destroyed".  Note the word "variations".  This is the essence of evolutionary theory.  Take something, create a few variants, see which variant works best in that environment.

I suggest that anything created is built upon what was created before.  We see ideas, we merge them, we use tools and techniques to re-purpose those ideas into something new.  However, the "new idea" that takes the market by storm is only new and relevant at that moment in time for that market in those conditions.  Just like pop stars, if they are to survive they must continually anticipate and adapt to the market.

How to adapt? A simple method: evolution.  Differentiate, select, amplify.

Differentiate.  Do something different.  A new product, a new service, a new model, a new flavour.  Test the variants.   Lots of variants.  Constant iteration.

Select. Figure out which one of the variants hits the sweet spot and gets good results.

Amplify.  Do more of this.  Push resources into building / marketing / selling the new variant.

The point is though is that the new variant will never be the best it can possibly be.  It can always be even better by evolving some more.  Keep changing.  Because with evolution, we never design the "best" up front - we continuously discover "better" by trial and error.

The environment in which we operate changes on a daily basis.  What was the best effort 3 months ago is probably less likely to be as good as it could be now.  As someone once said to me "doing more of what you did to get you here isn't enough to get you over there".  So we need to constantly change and adapt.

In this changing world habit is our worst enemy.  Habit holds back evolution because we stop creating new variants.  Of course, there's a reason for habit.  It helps efficiency and for repeatable tasks, processes get tighter and more effective.  That is - if the environment in which they operate remain constant.

The world is innovating faster and faster.  As the world accelerates with new technology, innovation and social trends, we will need to be even more nimble if we are to adapt and succeed.  Failing to adapt means our ideas, our business models or solutions will become dinosaurs - extinct.

I believe this thinking can be applied on so many levels.  To corporate life, to product management, to government, to family life, to careers, to sport.

To live in the present, to evolve and adapt - it requires having some process (habit), but only just enough.

Get Your Platform Shoes On

Finding a business model that scales is increasingly important in the modern world.

What does that mean, and how do we do it?

First of all, scaling. I'm using scaling in the broadest sense. In my definition, it's a case of where revenues per unit grow faster than cost per unit. An example would be; say I need 2 programmers and 3 web servers to make 1,000 online sales a day. If I do 10 times as many sales, I don't want to spend 10 times as much on programmers and servers. So instead of 20 programmers and 30 servers, maybe I can do it with 3 programmers and 4 web servers. The cost of doing business gets more efficient the more volume I add.

This is a particularly important concept for tech-media companies, because often in a start-up mode they are running at a loss. They are still investable businesses though because if the sales and marketing bring the volumes, not only do you get to a point where the company starts to break even, but the growth in profitability thereafter is extremely impressive.

Secondly, the modern world. Increasingly we are seeing business models that transcend borders. They can be run primarily from one central location with small local teams for international presence. Not just in tech (Google, Facebook, Amazon, eBay), but also in telephony (Vodafone, Orange, Nokia, HTC), consumer electronics (Sony, Samsung, Apple) and supermarkets (Wal-Mart/Asda, Carrefour, Tesco). A business model that scales has a huge advantage over one that doesn't when competing on world stage.

So, if scale is important to compete in the modern world, how should we think about business investments into this environment?

I always ask myself, "is this a platform business?"

If the answer is yes, I'm interested. If no, you'll need to work hard to get my interest.

A platform. Not 1970's funky shoes, but a prism through which to view to judge almost any business investment.

A platform is a place where supply and demand are aggregated. Lots of buyers connect to lots of sellers through a central marketplace or hub.

There are platforms all around you.

iTunes: Hundreds of millions of music consumers connected to almost every music publisher
Google: Millions of searchers connected to millions of advertisers
eBay: Millions of private sellers connected to millions of buyers
And there's more... Autotrader, Match.com, Amazon - and of course Livebookings (my day job) - where we connect millions of diners to thousands of restaurants.

These are all platforms. The more supply you add, the more interesting you are to buyers. The more buyers you can provide access to (consumers), the more interesting you are to sellers. You gain market power - because the owner of the marketplace can charge people for attending the marketplace and for transactions that happen in the marketplace.

In any business model like this, the potential is exciting. The keys to success are; seeding the platform with sufficient product to get consumers interested, have a diminishing cost of sale by adding more inventory over time and having inherent viral effects that customers create more customers. That's all about execution. Having a great idea is one thing - doing it is always harder.

To get past that "is this a good idea?" phase, I always ask myself, "does this solve a real need", "is this a platform" and "will it scale?".

Then - I get my platform shoes on - and go for a boogie.

Don't Be Mediocre, Be A Generalist

Here's a problem. Most e-commerce websites suck. They're average, sub-optimal.

They suck. If they were high street shops you'd see what I mean. Some would not be signposted. My mother would not be able to find anything she wanted in the store, let alone figure out how to pay. They might not even be found if you called directory enquiries. Lighting would be poor, there would be no space to park and you'd be unsure if you were being served by rip-off merchants or a legitimate business.

Sure, there are some great websites out there. A few. However, because web customers are in many ways "invisible" to the businesses that are trying to serve them, site managers running these sites get away with mediocrity.

Small businesses or large businesses, the problem is the same.

In small businesses you need an all rounder running your web business: he or she needs to be able to do a bit of everything and do it really well to be effective. These all-rounders are few and far between. So - good websites for small businesses are few and far between.

In a large web business, you end up with different "specialists" taking on different roles. You get the design team, the merchandising team, the online marketing team, the tech team, the product planning team, the analytics team, etc. They are all brilliant at what they do. Brilliant.

Just why does the site that you end up with suck if they are brilliant? The really great websites are the ones where the teams do "joined up thinking". The site design team know something about SEO. The analytics team knows something about PPC. The product planning team understand affiliate marketing. If they all understand the basic principles behind all of the main disciplines, you'll do fine. If not you can end up with mediocrity. Division of labour brings pockets of excellence and general mediocrity.

The solution to me is clear: every person involved in delivering the website and running it should be familiar with the basics of how all the main disciplines work.

I will give somple examples of what are these "key disciplines" that are needed to overcome mediocrity and suggest 5 tips on how to acquire those skills. I don't for a moment suggest that anyone can be an "expert" in all of these areas. What I am suggesting is that everyone in an ecommerce business that can affect the business results needs to be a "generalist" and be fluent in the basic principles.

This is true whether you are a one-person site manager doing everything or whether you are a specialist in a big company.

Consider ecommerce websites to be like high street shops. If you are running a traditional "bricks and mortar" business, you need to do three things...

1. Attract customers
2. Persuade them to buy when they come through the door. (And ideally, maximise this so that they
buy more than they would normally have done).
3. Encourage them to come back to shop again and become a regular "repeat customer".

Quite simply, running a website / web service is all about customer acquisition, conversion and retention.

Acquisition

Retail is all about selling the right product to the right person at the right time. So to get this right, there's some preparation needed in terms of customer insight / research, developing a brand, building a proposition, product planning & strategy, business case modelling. Then once you have a product you need a communications plan, (including, but not excluding online PR). On a technical side, you need to understand search engine optimisation (3 core pillars; site structure, content and reputation), search engine marketing (paid search), affiliate marketing, social media optimisation, RSS, blogs, ad serving.

Conversion

Here, the most important discipline is user-centred design, also information architecture, followed closely by merchandising techniques and understanding effective calls to action. Think about good error handling, optimising shopping "funnels", accessibility, compelling copy writing, tactical promotions and you might just have scratched the surface.

Retention

Plenty to learn about here too, from email marketing to direct mail (CRM), use of confirmation emails, special offers, customer database management and that's just scratching the surface.

And more...

Underpinning all of the above is a good understanding of web analytics (for traffic sources, keyword analysis, conversion tracking - and a whole lot more).

And to get stuff done, to make it all happen they also need to understand a little about technical things like technical architecture, software development methodologies, project management techniques, be a great tester.

To add some real flavour to the mix, key principles of many academic disciplines come in useful, economics, sociology and psychology.

And to be effective in business generally, you need to know about HR issues for the countries in which you operate, be a great manager, have good negotiation skills, know a little bit about contract law.

If you find someone who does all of the above well and them let them loose on your website - now you're talking! Also, point them my way, I'd love to meet them!


So - if you're just starting out...

5 tips to become a great E-commerce "generalist"

1. Work with great people

We learn so much from working with other people. Put yourself with the best you can find and learn from them. Soak it up.

2. Apply yourself

This industry is only about 10 years old. Most of the so called experts became experts by just applying themselves and learning from their mistakes. You can too.

3. Attend training

If you can, go on specialist training courses. There are few places such as e-consultancy.com where you can get a kick start

4. Read, read and read

You can never read enough. Some of my favourite books are listed here if you need ideas.

5. Have a go

For me this is the most important advice of all. Have a go! I didn't know anything about setting up RSS feeds until I had to do one for this blog. Figure it out, and just try.


One day, most websites will be great. Until then, if you are a "generalist", go make some money!

"The General"

What, Why, Who, When and How

The 5 senses of getting things done.

Think about it, at a very basic level, a lot of human communication really is about these 5 simple words.

What - describes the situation (past, present future) and whether you want it to change or stay the same.

Why - the logic (or not) that explains the situation or need

Who - person or groups of people that are responsible, need to know, are to blame, are the audience, stakeholders, participants or enablers

When - is this now, in the past or in the future, specifically; either a date or a time

How - How did it happen, how does it happen, or how will it happen?


When you are putting a project together and you want to "get stuff done", it's good to always remember these 5 words. Whether it's building a website, running a marketing campaign, setting goals for an employee or making changes to a system or process, these 5 words are to a project what the 5 senses are to us in everyday life.

To be effective we use our senses all the time. Sometimes we use our sight more than our smell, sometimes our hearing more than our touch. If you want to get things done, you need to use your 5 communication channels of What, Why, Who, When and How.

So every time you write an email asking for something, write a project plan, or present a business plan, make sure you've thought about all 5.

Say I want to ask my tech team to build a new webpage for a promotion. Sure, I can say "what" I want. However, if I miss out "why" I might not quite get what I wanted.

Adding "why" allows my audience to understand the reasons driving the "what", and makes it more likely that they understand the context. Also, if you tell someone why you want them to do something, they're more likely to do it than if you don't.

What if I miss out "when"? Of course, that's pretty obvious, I might get it late (at which point I'm going crazy), or the page is useless.

I might not know "who" needs to build the page, (my CTO might decide that), but I can say "who" the audience is and "who" the stakeholders are. This will help the tech team to gather further information that will make the project a success.

Again, I might not have all of the answers to "how" it will get built, but I can give my own "how" we will prioritise it, "how" we will get information and content, "how" we will market it and link it through the site, "how" we will pay for it or get paid for it.

What, Why, Who, When and How

A good communication includes as much useful detail as possible for each of these 5 words.

Think about it next time you write a project plan or ask for something in an email.

You might just get what you wanted.

A Simple Overview Of The Product Development Cycle

This is a simple guide to terminology used in product development.

If you are "not a technical person" and you want to understand the process of building a web project, this hopefully will be a good place to start.


Product

What's a product? It can mean many things to many people. In the world of ecommerce it usually refers to a either a service, a website or a software package. I like to think of a product as being something that you can market to others.

Examples might be:

Microsoft Word

Skype

Google Adwords

lastminute.com restaurant booking

Facebook for Blackberry

Intranet or Extranet site

To build or improve a "product" there are several disciplines that come into play. Each discipline requires certain skills and should have an owner.

In small companies one person may take on many of the roles required. In larger organisations, there can be teams for each discipline.

I have identified 9 different roles below. You don't necessarily complete one area before moving to the other. They overlap and have a different emphasis at different phases of the project.


1. Product Strategy

Research and planning is needed at the beginning of the project. A Product Strategist would evaluate opportunities, seek out customer and business needs and keep an eye on the competition. The initial output from the product strategist is a "Product road-map" which clearly states the products and features that need to be developed over the coming year and more. This is a high level overview.

Rarely does an organisation have unlimited resources, therefore also in this phase, new products, product improvements and competing new features need to be prioritised.


2. Product Planning / Business Modelling

Here, a Product Manager (or Business Analyst) would articulate and elaborate the features needed in a new product (or an enhancement to a product) and prioritise these needs in the form of a "business requirements" document. They would also complete a detailed financial cost-benefit analysis for the project and engage in discussion to prioritise their product improvements.


3. Program Management

Once a product or feature has passed the first prioritisation hurdle, it needs to be prepared for development. A Program Manager would assess Functional Requirements, build use cases (and related test scenarios). They would also work with the technical team to clarify technical requirements and project manage the project through to go-live. Essential the Program Manager is in charge of realising the project.


4. Architecture and Design

A Technical Architect needs to build a model for how the product will be built, ensuring that it is compatible with existing systems, can scale and uses best practice software design principles. A User Interface Designer needs to create wireframes to model the experience that the end-user should receive. After that, a Graphic Designer can prepare designs that bring to life these wireframes.

These designs can be changed and altered as the project progresses, according to feedback received from the business owners, customers and technical teams.


5. Development

For development, read "build". This involves many skills, depending on the project, from database administration to programming as well as creating front-end code ("mark-up"). A working prototpe is evolved and passed back for review so that any changes or tweaks to the design can be captured. Developers would also run unit tests that test specific sections of code and create full documentation of how the product was built and operates.


6. Quality Assurance

For QA, read "testing". Testers test the product / application / feature against the functional requirements and the relates use cases. They also run regression testing to ensure that the code is compatble with existing systems and stress & load testing to ensure that there is sufficient server capacity and that the system can handle high volumes of activity without comprimise. Finally, the tested product needs to be "signed off" in acceptance testing by the Product Manager.


7. Configuration / Deployment

Once the testing is complete, the developers can integrate the code into the live environment and "go-live". Depending on the nature of the system and the complexity of the product, this can be a fairly simple operation or highly complex.


8. Measurement / Analytics

Once live, the Product Manager is responsible for measuring the impact of new features / products. Typical measures in Ecommerce would be things like changes to subscribers, visitors, conversion, transactions, revenue and profit. Feedback from these measures will determine the success of the project and need to be compared to the initial forecasts to validate them. This could then generate further product changes.


9. Project Management

Pulling all of the above disciplines together, the Project Manager is responsible for keeping the project on track, securing resources and removing impediments. They are the communication hub between all the other people involved and will keep plans up to date and report on progress.


Pulling it all together

On way of viewing how these roles interact at different phases of the project are captured in the following diagram of what's known as the Rational Unified Process (iterative software development process framework created by IBM).



Image source: http://www.msc-inc.net


That's pretty much it. Who is responsible for each of these areas in your organisation? If you don't know, hopefully the above overview can help you figure this out. Remember - you don't need to have a different person for each discipline.

You just need to make sure each role is covered.

Experience Is All That Matters

It's a great saying: "Be Your Own Customer".

It's only when you actually experience being a customer that you really know what it is that you are selling. OK - you might be able to hold the product you are selling. You might be able to go into the shop and see the shop. It's not until you actually try and find the shop for the first time, find what you are looking for, buy it and take it home to use it that you truly experience what you are offering your customer.

The key point is this: you never sell a product - you always sell an experience.

Let's take an example. The iPod. The iPod has been phenomenally successful. You hear people extolling the virtues of the "user interface", the "design", the "packaging", the "marketing".

Really though, it's the sum of all of these parts (and more) that is the iPod experience. The marketing campaigns convey a simplicity and "cool factor". If you go to buy one from an apple store (online or in the high street), you are wowed by state of the art presentation. You may get good service in the shop, or - if online - you get site that is well designed and easy to buy from. The packaging is so slick, neat, clean. You unwrap your iPod and just "feels" great. You just plug it into your computer, it charges fast. You download iTunes - nice and easy. In fact, iTunes is just as much a part of the iPod experience as the player itself. It's all so easy. Then of course, there's the user interface - the simple controls. On top of that it just "looks" cool.

You see - the iPod is not successful for any one of these individual factors. The total "experience" is what counts. I'm not saying that everyone has a great experience every single time - I know of people who have a had batteries that fail after just a year. Some of these are genuinely annoyed and will never use Apple again (Apple, take note - "must improve here"). Equally though, there are fans that will just dump the old player whose batteries failed and just buy a new one. Their experience to date was SO good, that the simple fact that the product was substandard did not put them off buying another one. Kudos to Apple.

For any business therefore, every point of detail matters. The message, the communication, the product features, the sales process, the purchase experience, the convenience, delivery / pick up experience, customer service, product reliability. None of these details ever stand alone.

Unless you are a company of just one person, you always have different staff members dealing with different parts of the experience. As a result, none of them get to see the overall picture from a customer's perspective.

The only way to see what you are really delivering, is to be your own customer.

Go buy your own product. See what it feels like. Is it good enough? Is it better than your competitors? Go test their products too. Now you're getting somewhere.