question for product presentation

A better alternative to “ What are your needs?” , this question will specifically ask for your customer’s perception of their needs, not necessarily their actual needs. After asking a series of needs analysis questions, you’ll likely have a better understanding of your customer’s needs than they do. But it’s important to understand what they perceive their needs to be.

26. “Do you struggle with [common pain point]?”

This is a classic question to uncover your customer’s challenges. It works because it puts a name to the pain point. Your customer might not even know what their pain point is until you mention it outright. Sometimes, they might be used to dealing with the challenge and not even bring it up. By posing this question, you force them to reckon with it.

Pro-Tip: This is a good opportunity to raise pain points that your solution is uniquely positioned to address, but you need to understand your vertical as thoroughly as possible to touch on reasonable, relevant ones. “Common pain points” vary by factors like scale and industry — so don't just throw random examples out for the sake of throwing them out.

27. “Which resource could you use more of?”

Ask this question to not only understand what resources you could offer right then and there — but to see the types of resources your team could create to convert more prospects. You can send this information straight to your marketing department so you can begin to nurture leads with this new resource.

Pro-Tip: Your customer might also respond in general terms: They might need a bigger budget or a bigger team. Use this information to further qualify them or figure out if you could create a better package for them.

37. "How do you typically reach purchasing decisions?”

Is it by attending a team-wide meeting, and everyone votes on whether to adopt a solution or not? Does it depend on the contract value of the product? If you’re selling a cheaper product, your customer might have a much more speedy process. But if your product is pricier, they might have a different process.

38. “Would you rather cut costs, save money, or increase productivity?”

This is another way to uncover where your customer’s priorities lie. The fun part is that it offers choices in a “Would you rather” format, making it easier to ask and leading to a more conversational or casual answer.

39. “Which product features would lead to a purchasing decision?”

Some product features might not be necessary to your customers, while others might be critical. Whatever your customer mentions here, use that to highlight that exact feature in your product.

40. “If you’ve considered a similar product in the past but didn’t purchase it, why?”

Has your customer come close to making a similar purchase, but pulled back at the last second? This question will give you insight into potential objections you could face as you near a closed deal.

41. “On average, how long does it take for your team to purchase a product?”

Take advantage of this question to find out how long you could potentially be in conversation with this customer.

When you‘re checking in with current clients with the hope of either upselling, cross-selling, or renewing, it’s imperative you ask the right questions.

If you fail to ask tough questions about the good and bad of your product/service, you risk missing warning signs they're unhappy and would consider churning to a competitor.

Don't leave the door open. Close it with these questions:

• “On a scale of one to 10, how happy are you with our product?”
• “Why did you give us that score?”
• “Can you explain the weaknesses or challenges you've found in our product/service so far?”
• “What do you love about our product/service?”
• “How likely are you to recommend our product/service to a friend or colleague?”
• “How has adoption and internal use gone in your team?”
• “Do you feel you've received outstanding customer service?”
• “Are you ready to renew today?” (Only if the first seven questions have had positive answers)
• “What can we do to earn your business for another year?”
• “Would you be interested in our new add-on Feature X?”

As you near the end of your conversation with a customer, you want to find out, in no uncertain terms, how you can get their business. Use your customer’s background as a guidepost for how you’ll word this question.

If you get the sense your customer doesn’t like being pushed or is on the fence, try to close in a more circumventive way. Here are some options:

• “What will it take for us to do business?”
• “How soon can we begin?”
• “What is my best shot for winning your account?”
• (If they’re a returning customer) “What did we do in the last sale that impressed you most?”
• "What’s the best time to touch base before you present the product to stakeholders?”

Ask Better Questions to Analyze Your Customer’s Needs

Great sales questions enable you to tailor your messaging to your prospects' goals and show them your solution is the best choice. By asking the right questions, you can further qualify your prospects, close more deals, and increase recurring revenue at your company.

Editor's note: This post was originally published in May 2014 and has been updated for comprehensiveness.

Don't forget to share this post!

Related articles.

How to Use BANT to Qualify Prospects in 2024 [Expert Tips]

28 Questions to Ask on a Discovery Call During the Sales Process

8 of the Most Difficult Types of Prospects (& How to Deal With Them), According to Real Sales Leaders

21 Signs Your Buyer Is a Poor Fit [Sales Process Checklist], According to HubSpot's Former Sales Director

7 Questions to Test How Serious Your Prospect Is About Buying, According to Reforge's COO

The Art of Asking Open-Ended Questions

7 Overlooked Sales Qualification Tactics You Should Be Using, According to Experts

The Ultimate Guide to Sales Qualification

7 Signs You Should Walk Away From a Prospect

What a Client Intake Form Is & What It Should Look Like [Template]

Powerful and easy-to-use sales software that drives productivity, enables customer connection, and supports growing sales orgs

+1 614-714-5047   CONTACT US   FREE SALES INSIGHTS

• Sales Credibility
• Sales Hiring and Motivation
• Sales Management
• Sales Preparation
• Marketing Research
• Digital Badging
• AudienceSCAN®
• B2B BuyerSCAN™
• State of Credibility™
• State of Media Sales™
• Voice of the Sales Rep™
• Voice of Sales Manager™
• Special Reports
• Manage Smarter Show
• Mobile Apps
• About SalesFuel
• Mission and Values
• C. Lee Smith

The Art of Using Questions in a Sales Presentation

What part of your sales pitch is arguably the most important? Mastering the questions your prospects will ask during your presentation and during your Q&A at the end. But using questions is the one aspect of your pitch that you don’t have control over and that can be horrifying to salespeople. Michael King, writing for Ragan , offers these tips to aid you in preparing for and helping smooth the process of answering prospect questions.

Using Questions in a Sales Presentation

Think ahead.

In your past sales pitches, what have your prospects asked you about your product or service? Those are likely at least similar to questions that your future prospects will ask. So, to excel at using questions, you should prepare for those questions, especially if they’ve tripped you up in the past. You can also talk with your coworkers about their past presentations for the same product or service and ask what questions they’ve been asked or what advice they have to help you prepare. You could even try to incorporate the answers to some questions into your presentation to show you’ve done your research.

Encourage Reactions in General

Your prospects may not be able to think of questions at times, but they could still have something to say. At the beginning of your presentation, encourage your prospects to openly give comments or feedback, as they can still give you an opportunity to address the prospect’s concerns and/​or educate them on your product or service. For example, a comment such as, “Well, my current supplier does things this way…” is an excellent opportunity for you to showcase how you and your company handle the same or similar procedures. Without openly insulting your competition, you can explain to your client how your methods are more efficient, money-​saving, better involve your clients, etc.

Give Positive Reinforcement

You want your prospects to get clarity on any questions they may have, so you need to make sure they know that questions are welcomed and encouraged. King says to, “Say you appreciate the question with something like, ‘That’s an excellent question,’ or, ‘That’s a good topic. Thank you for asking.’” That will reinforce the prospect’s confidence in further discussing your product or service with you, instead of potentially thinking that their questions are annoying or unwanted.

Body Language

The confidence you’ve instilled in your prospects to ask questions can easily be washed away by just your body language. If you’re looking around the room instead of at the prospect, reclining in your chair or shuffling aimlessly about the room, you’re going to come off as bored and rude. Face the prospect asking the questions and maintain eye contact with them while you answer to let them know that their questions are important to you.

Sometimes, prospects’ questions can seem obnoxiously detailed, almost as if they’re trying to trip you up. However, being asked detailed questions is a good sign. The more information that is put in, the more insight you’re getting into the prospect’s current situation and real concerns they’re currently having or problems they’ve had in the past. If you can solve the complex questions now, you’ll show you’re more dependable and prepared than your competition.

These are five of the 10 tips King has to offer, but Eric Holtzclaw, writing for Inc. , has additional advice on this topic.

Take Your Time

If a prospect asks a question that gives you pause, take a moment to think over how you’re going to answer. Don’t start talking immediately for the sake of seeming as if you automatically know all the answers. It will show that you don’t when your words begin tripping over your own thought process. However, if it takes too long to think of the answer, don’t be afraid to admit that you don’t know off the top of your head. Make sure you tell them that’ll you’ll look into their question more and get back to them with an answer in a timely manner. Taking time to pause is a good sales technique. Holtzclaw says that your prospects will, “appreciate that you took your time to consider the questions, and it won’t feel like a scripted answer.” That's a lesser known technique to using questions.

Make Sure You’ve Fully Answered the Question

Just because your answer makes sense to you, the experienced one and expert on your product or service, doesn’t mean it had the same effect on your prospect. They may still be confused, but you’ll never know if you just move ahead with your presentation or jump right into asking if anyone has any additional questions. Instead, when you’ve reached the end of your answer, Hotzclaw says to stop and ask, “Does that answer your question?” or “Was that clear?” When you take the time to make sure your prospects understand and are happy with your answer, you can leave confident that you gave them everything they need to make a knowledgeable decision that they’ll be comfortable with. They’ll know that too. Knowledge leads to confidence and confidence is a major selling point in sales.

Using answering questions is one of the best ways to become a successful salesperson. Questions get prospects involved, provide clarity that could sway the sale and help you establish yourself as the knowledgeable authority on your product or service. It also shows that you care enough about your prospects to make sure they have enough information to make educated decisions.

Top 15 Product Survey Questions to Ask with Examples

If you think you have a really great product, the success metrics shouldn’t lie: product usage up, churn down, more happy customers, increased MRR. Sounds easy on paper (or desktop), right?

If you struggle knowing how great your product is, maybe product survey questions (and this article) can help.

Product surveys are one of the most useful ways of validating if your company is  growing with the product in mind .

In order to do that,  you want to get customer feedback  from a large pool of customers for better insights. When writing product testing  survey questions , they should be thoughtfully crafted to ensure an unbiased response for accuracy and verifiability. 

Put yourself in the clients’ shoes (best you can) when choosing your questions. For example, most people would prefer simple answer requirements or will drop out of the questionnaire altogether. Aim to create neutral, easy-to-understand, and varied questions. This is the goal of this article.

What is a Product Survey?

15 best product survey questions examples to ask, new product survey questions examples, product survey questionnaire templates and samples, 1. set your goals, 2. go for specific questions, 3. use simple language, 4. don’t lead the respondent, 1. ask open-ended questions, 2. keep it precise, 3. let ‘em know what they get out of this, 4. take partial responses seriously, 5. ask for feedback from customers after product survey questions, product managers: using insights to innovate products.

If you plan to write a successful product or feedback survey, you will need a list of survey questions and examples.

A product survey is a tool, such as a  product survey questionnaire  businesses use to know and understand how their users think about their products. It helps them know their position in the market and if they are on the right track.

With a product survey, businesses will be able to get feedback and understand their customers’ needs and wants.

A  product feedback survey  conducted before the product launch helps in the formation of new ideas and design, how to price the product , the placement order, and more, and may give you valuable insights into what your target audience wants and need.

Note: Product surveys are not limited to existing products; they can be conducted before the development of the product, before product launch, and after product launches.

This gives you a clue about how it is received, its performance, what is missing, and more.

Start collecting feedback with Usersnap

And why should i run a product survey.

1. Measures to measure customer satisfaction levels

If you want to know how much customers are satisfied with your products, a product survey is what you need. It is an effective way to know what they like, dislike, wants, and need and see areas for improvement.

For example, you can use  product evaluation survey questions  to get their evaluation rates and how satisfied they are.

2. Better Understand your users

Product surveys give you access to real data and save you from making assumptions about your users. With a product feedback survey, you will know how they think and feel, their buying patterns, what they prefer to buy, and more. This, in a way, makes you feel close to your most loyal customers.

3. Operational Efficiency

Conducting a product survey helps determine how well your company performs operationally. With this, you will be able to improve staff retention and performance.

4. Gauging Performance

Surveys help you gauge your performance and allow you to compare data from year-to-year to see if you received a positive or negative impact. This way, you will be able to track your performance in real time.

Why is it important to ask good survey questions?

Creating  good survey questions  that effectively evaluate the public’s opinions, experiences, and behaviors is arguably the most crucial step and can be very difficult.

If the questions are poorly phrased or put together, the responses will be useless.

However, developing good  product research survey questions  is crucial to effectively gauge participants’ attitudes.

If the survey  product questions  are well-written, they will make sense to the respondents, and you will get relevant and honest feedback.

Let’s take a look at the top product survey questions, based on our experience collecting product feedback and asking customers:

• What do you like about our product?
• What do you dislike about our product?
• Which features did we miss?
• What can be improved?
• What kinds of things would you like to stay the same for future generations of the product?
• How likely are you to recommend this product?
• What do you need our product to do for you?
• How straightforward is our product?
• How does our product compare to others you’ve tried?
• Why did you choose our product?
• How straightforward is our website?
• If you couldn’t choose our product, which alternative would you choose and why?
• What recommendations do you have for future generations of this product?
• What do you value most in our product?
• Do you think our product is worthwhile, and why?

If ever in doubt, here are some of the top customer satisfaction survey questions to try too!

And if you want hands-on experience,  sign up for Usersnap  as well (the first 15 days are on us 😉) or even better try one of our ready to use templates .

You are excited to introduce your new product and would love to hear thoughts of your customers or users! Check out the following new product survey questions examples what you can ask.

New product Survey Questions samples:

• What’s your initial impression of our new product? (Scale: Negative – Positive)
• How likely are you to try our new product? (Scale: Unlikely – Very Likely)
• What features of our new product interest you the most? [Open-ended]
• Are there any features missing in our new product that you expected? [Open-ended]
• How well does our new product solve a problem you currently face? (Scale: Not Well – Very Well)
• Would you prefer our new product over similar products in the market? (Yes/No)
• What could we do to make our new product more appealing to you? [Open-ended]
• On a scale of 1 to 10, how clear is the value proposition of our new product?
• How user-friendly do you find our new product’s interface? (Scale: Not User-Friendly – Very User-Friendly)
• Are there any improvements or changes you’d suggest for our new product? [Open-ended]

Don’t forget to mention that their insights are invaluable in helping you to shape a new product to meet their expectations.

Some questions you can use as a template or copy/paste them to your questionnaire.

• How satisfied are you with the overall quality of our product? (Scale: 1-10)
• Have you encountered any issues or defects with our product? (Yes/No)
• Does our product meet your needs or expectations? (Scale: Not Well – Very Well)
• How would you rate the durability of our product? (Scale: 1-10)
• Are you content with the materials used in our product’s construction? (Yes/No)
• How often do you face problems using our product? (Scale: Rarely – Often)
• On a scale of Unlikely to Very Likely, how probable are you to recommend our product based on its quality?
• What do you find most impressive about our product’s quality? [Open-ended]
• Where do you think our product’s quality could be improved? [Open-ended]
• Rate your satisfaction with the product’s packaging and presentation. (Scale: 1-10)
• Compared to similar products, our product’s quality is? (Scale: Worse – Better)
• Have you experienced any performance issues with our product? (Yes/No)

For more survey templates

For additional survey questionnaire templates, check out Usersnap’s collection and feel free to customize them according to your needs:

• Product-Market Fit Survey Template
• Feature Satisfaction Survey Template

How to Write a Good Feedback Survey (by yourself)

While every survey will fluctuate depending on your goals, there are some steps and best practices that you can comply with to get started.

“After a dozen years building products used by billions of people, I realized how hard it is to define what makes a great product. I started hosting dinners at my house with my peers to find an answer.” SC Moatti

Especially these digital days, maybe a dinner party isn’t quite possible.

That means you’ve got to be even tighter in your approach; there’s no better way to do this than to establish the desired outcomes of your survey.

This is the first step to  writing successful survey questions : define what your main goals and objectives are.

By setting clear objectives, you can easily stay on track while determining which questions you want to ask the most. This way, you can leave out unnecessary questions that do not align with your desired results.

Take our example, before we come up with product research survey questions or product usage survey questions, we align on a hypothesis. What is the cause of the problem? What are the expectation or prediction? 

When the new navigation was launched on Usersnap, our hypothesis was that new users would be able to set up projects easily. And we ran a customer effort score survey to validate the ease of use, as well as some specific questions about functionality and sentiment.  

If your hypothesis is not crystal clear, don’t worry, you can start with some open-ended questions so that all voices and answers are welcomed.

The importance of asking specific product questions is two-fold.

Firstly, it helps you focus on the key topics which makes the requested information more actionable.

Secondly, it allows you audience to grasp the scenario and purpose of your questions, so that they can zoom in on the exact information and provide answers faster.

Here’s an example of the survey questions to ask about a new product.

We would use this to understand new users and their preferences of the educational content we should serve.

Survey questions should be simple and easy to understand to everyone who takes it. Your audience should be able to quickly read each question and know exactly what it is asking. Avoid not only complex words but also technical language.

When asking questions, be sure to ask them in a way that doesn’t influence a biased response. For example, rather than asking, “Why do you love this product?” you may write, “What is your honest opinion on this product?”

If creating a feedback survey, you will want the most accurate response you can get. By avoiding leading words, you can precisely know what the client thinks about the products rather than being swayed one way or another.

Benefits of Product Surveys

“The main reason products fail is because they don’t meet customer needs in a way that is better than other alternatives.” Dan Olsen

Below are some best benefits of survey questions for a new product.

Getting user insights, quickly and easily

Utilizing product surveys allows you to get detailed feedback on issues that your customers find important.

Surveys are one of the most inexpensive ways to get first-hand information on customer feedback.

From there, you can make the appropriate changes to make your product or service even more valuable. 

Because the respondents are likely a majority of ideal customers, you can get a deeper understanding of what and why they buy.

Learning consumer behavior and buying habits is an essential piece of information for re-launching a current product or presenting them with a new one.

Having a product feedback tool  can make this process even more efficient. These tools will make your job easier by offering expert solutions and helping analyze the insight you get from your customers.

Also Read: What are customer insights? Definition and examples

Decision making

After you get responses to your surveys, you will have personalized statistics for your company and products or services.

Rather than throwing a product or service out and seeing how it does, you will already have an idea of how well it will do based on responses.

You and your group will be able to make more knowledgeable selections based on what your ideal client wants or needs.

When you find yourself struggling to determine what to launch next, all you will need is to take a look over the survey results and you will have your answer.

Improving user experience and satisfaction

Product surveys are a key method to improving user experience because you will know exactly what they are looking for.

By asking customers questions about your next product roadmap, they can feel like their voices matter.

If your product is lacking, people want a way to let you know. Product questionnaires are a failsafe way to hear the concerns of your customers. And, it shows that you are anxious to learn others’ opinions. A valued opinion makes for a satisfied customer. 

A customer questionnaire can also save the day when a product is faulty. If you check up on a sale and find the buyer disappointed, you can compensate your customer more quickly. 

Ideas for Creating Product Feedback Survey Questions

Every other  guide about survey questions  has some best practices, ideas and tips to be complete. Here are ours.

Product surveys should include open-ended product feedback questions to allow customers to respond in detail. In this way, project managers can better understand the customer’s perspective and true feelings.

Unlike closed-ended questions , open-ended questions provide more information. When you want to hear specific concerns or praise for a particular product, these kinds of questions will be more helpful.

You can also use product questionnaires that allow a customer to choose from a set group of answers.

Having response options can help customers who aren’t the best at articulating their needs. These kinds of questions are sometimes more helpful than vague, open-ended questions, especially if they direct your customers towards a specific concern.

Knowing when to use closed-ended or open-ended questions can help you get better product feedback surveys, with meaningful answers. Product feedback tools can help you learn the best times to use each.

The best customer feedback questions to ask are relevant and precise to the product.

Reflect to your original goals when crafting survey questions to ask about a product. You will want to also ensure that your questions are not redundant or repetitive.

Consider what you’d like to know about your product to develop some good survey examples. Does your product have flaws? Does it have unexpected benefits? How has your product made your customer’s life better or worse?

You can also compare your current product to others, such as previous renditions or versions.

In short: keep it small, keep it movin’!

Realistically, people do not get overjoyed to see a new survey to fill out. To get the most respondents, let them know what is in it for them if they answer the questions.

For example, you can mention that their answers will contribute to better products or services in the future. Or if they aren’t so thrilled with that response, you can offer incentives as well.

People also tend to offer assistance when they clearly understand why any individual is asking for their help. If you explain that you want to ensure your product is great or find a way to improve it, customers will be more likely to help you out. 

Product development questions that address why you’re asking for help will bring more sympathetic respondents.

Sympathetic participants are especially more common when you explain that you’re looking to improve a product that will, in turn, make life better for your existing customers. If your customers rely on your goods, they will be more willing to participate in a survey.

Sometimes, respondents will get partially through the survey before quitting. Even if the survey isn’t complete, there may be vital information within the filled answers.

In short: don’t throw half responses in the trash!

As you create your product remarks survey, ensure that the issuer or software program will keep track of any partial responses.

You can still gain valuable insights and knowledge from the parts filled out and may see a pattern and choose to update your survey.

Getting customers to leave some additional feedback can provide a lot of extra information.

When requesting feedback after the customer satisfaction survey, ensure that the subject line is well thought out to grab their attention.

Asking for feedback from customers after the survey isn’t necessary every time. However, adding this small detail can allow you to improve and make adjustments for the future.

When product managers undertake a data-driven method to software program product management, they obtain consumer insights that gas higher choice-making and set up higher software.

Insights for a compassionate product manager

“Product people. It’s not your job to have all the answers. It’s your job to ask the best questions. There’s nothing more dangerous than a product person who thinks they have all the answers!” Janna Bastow

Businesses that see success understand that to design an ideal product, it needs to deeply understand their clients. Having compassion and understanding can go a long way in not only ensuring customer satisfaction but gaining more insights.

Product managers will do their best work if they can find a middle ground between the business side and the consumer side. Gathering market research, survey ideas, and getting to know the customer helps to validate product decisions.

Using questions to ask customers about your product, you can learn about flaws you might have missed.

However, being non-compassionate towards your customers might encourage you to dismiss their feedback. After all, if you understand the product, surely they can too, right?

Unfortunately, not everyone who receives your product will see it the way you do.

Actually, it’s more likely that your customer will approach it completely differently from how you might expect. But, being compassionate towards their opinions can help you gather useful insights to improve your product. 

Your customers will reach out to you, no doubt about it.

Either because you sent a product survey question or out of their sheer love (or displeasure) with your product, you need to be prepared.

Make it easy for them to contact you (like with Usersnap, smashing the side feedback button), to listen to what they have to say, and to show them you care! The voice of the customer is critical to your SaaS success!

The Value of Customer Interviews and Product Survey Questions

Customer interviews and product survey questions are held in high regard by a lot of companies because it allows them to see the unfiltered impressions and views of the public, whether positive or negative.

Such in-depth and unfiltered data provides the relevant and important information needed to improve products and services.

Good Customer Interview Questions to Ask:

• Broadly speaking, what do you think of our product?
• How satisfied are you with our product generally? Why? Could you quantify your thoughts on a 1-10 scale?
• If a colleague asked about our product, how would you speak about it to them. Why?
• How would you describe your usage of our product?
• Could you state how you feel when using our product?
• Could you mention what you precisely like about our product? And dislike?
• What would be the one improvement area of our product that would help you when using it?
• Why did you choose us as a product or tool for hire?
• On a scale of 1 to 10, how satisfied are you with our customer service?

PSA: metrics and analytics influence product development!

Using various metrics to analyze the development or success of your product can help you understand which step to take next. By looking at statistics from your product surveys, you can learn what ideas people liked and what they didn’t like. 

Their initial response can help you decide whether to keep certain elements or discard them. In some cases, these responses can force you to regroup and become more innovative in presenting your product. In this way, you can increase  innovation in products by management

Product evaluation survey questions can give you proper measurements to determine the projected success of your product. However, you can also use other metrics to help influence new product development. 

By looking at the monthly recurring revenue for similar products, you can gauge how well your new product will perform. You can also look at conversion or churn rates to discover how other products excel in a similar market. 

Conclusion: drive predictive thinking for product manager innovation

Customers are predictable, and with a little research, you can get an idea of what they will want to purchase next.

Collecting valuable data with a new product survey allows project managers to understand customer behavior and create products that will suit their needs. 

Consider questions to ask as a product manager to help yourself get into the mindset of the customer. Ask yourself what kind of meaningful user experience survey questions can you derive from this role-playing exercise?

As customers notice that their needs are continually being met, they will find comfortability by routinely purchasing. Getting clear on what a customer likes and dislikes gives project managers more opportunities for innovation. 

FAQs For Product Survey Questions

Here are some common questions on the subject, and our answers.

What are 5 types of product survey questions?

Five types of survey questions are open-ended questions, multiple-choice questions, ordinal scale questions, interval scale questions, and ratio scale questions. Each type of survey question for a new product serves a unique purpose for a project manager and depends on the overall goal and questions asked.

How do you survey a product?

To survey a product, you must first set clear goals for the survey. Then, you craft questions that lead to information pertaining to a goal. Use the survey responses to collect feedback , tally the results and create statistics. These statistics and market research are useful for future product innovation.

What sort of product survey questions should I ask?

There are many questions you can ask a customer about a product, depending on what your overall goals are. Suggested questions you should seek answers for include how often the customer uses the product, ease of use, important features they need, and the problem the customer is trying to solve by using said product.

What does a product survey include?

A product survey includes a variety of product evaluation questions with the intent of gathering feedback. Utilizing product surveys allow project managers to use data from the customers for further innovation.

What is an example of a product research question?

What features or improvements would encourage you to choose our product over competitors in the market?

This question helps gather insights into what specific aspects of your product potential customers consider important and what would make your product stand out to them compared to similar options available in the market.

What are the questions on the product quality survey?

• How satisfied are you with our product’s overall quality? (Scale: 1-10)
• Have you experienced any issues or defects with our product? (Yes/No)
• Does our product meet your needs? (Scale: Not Well – Very Well)
• Rate the durability of our product. (Scale: 1-10)
• Are you content with the materials used? (Yes/No)
• Would you recommend our product based on quality? (Scale: Unlikely – Very Likely)
• Strongest aspect of our product’s quality? [Open-ended]
• Areas for product quality improvement? [Open-ended]
• Packaging satisfaction? (Scale: 1-10)
• Compared to similar products, our quality is? (Scale: Worse – Better)
• Encountered performance issues? (Yes/No)

These shorter questions still cover the key aspects of product quality and user satisfaction .

Resolve issues faster with visual bug reporting.

And if you’re ready to try out a visual bug tracking and feedback solution, Usersnap offers a free trial. Sign up today or book a demo with our feedback specialists.

Frequently Asked Questions in a Business Presentation

September 28, 2016 / Blog FAQ, Frequently Asked Questions, Q&A, Rick Enrico, SlideGenius

Your Q&A with the audience is the best way for you to get feedback.

Being offered feedback makes your presentation more engaging and helps your prospects get clarification from points you’ve made.

Receiving feedback from your audience gives you insights on how you can make better presentations in the future.

You won’t be able to cover every detail during your business presentation, so it’s important to always anticipate questions beforehand.

Question #1

What do you do?

The beginning of your slide should be an introduction that contains your contact details and a brief primer to your company.

But this kind of information isn’t enough for the audience to know what your business is all about.

Your deck should cover every possible aspect of the purpose, service, and benefit that you provide while avoiding delays caused by an overly detailed discussion.

If you have to re-explain your introduction towards the end of your business presentation, don’t assume that the audience just didn’t pay enough attention.

This type of question could either mean that you didn’t spend enough time to explain your purpose, or that your audience simply wants to know more details.

Question #2

What’s your product?

This question could be phrased in several ways: how this product benefits your prospects, how useful it is, and if it’s worth the investment. In other words, why should we choose you?

You should be able to say yes to all the questions and provide concrete reasons to support your claims.

Going over this type of question is good since this means that your audience is curious about your product.

This is a way for you to slowly build up their trust. Knowing your product well adds to your credibility.

Seal the deal by convincing your prospects that the product is worth their time and resources.

Question #3

How long does it take?

This asks for specificity. It shows that the audience is thinking, How soon will I start seeing results ?

Provide a financial projection that gives a realistic assessment of your project.

Tell them when they can expect to see results and only promise what you can deliver on time on a realistic budget.

Scott Gerber, entrepreneur and angel investor, learned the hard way from being rejected by investors for his company.

One of the most important lessons he learned was that VC’s that have seen it all can gauge the feasibility of your plans, so be realistic  and avoid aiming for a multimillion investment without the experience to back it up.

You’ll know how eager your audience is when you hear them ask about your project timetable.

Being asked this at the end of your presentation usually means you’ve generated enough interest that’ll soon translate to sales.

Final Thoughts

Keep your answers short and concise since you’re towards the end of your presentation.

Shorter answers are easier to remember and will help end your presentation on time .

The responses you receive will help you gauge your own persuasiveness as a speaker.

So don’t be content with a silent response, get the ball going by answering some of these questions by reiterating your main points.

The success of your pitch depends on how well you respond to these FAQ’s.

Don’t let the simplicity of these questions fool you, prepare how to answer them beforehand.

Gerber, Scott. “6 Steps to the Perfect Pitch.” Entrepreneur . May 21, 2009. Accessed January 5, 2016. www.entrepreneur.com/article/201826 Pivovarov, Artur. “Presentation Skills. Unit 8: Dealing with Questions.” SlideShare . May 1, 2012. Accessed November 4, 2015. www.slideshare.net/ArturPivovarov/unit-8-12763217

Featured Image: “ WSIS Forum 2015 Final Brief ” by ITU Pictures on flickr.com

Popular Posts

Common Challenges in Tailoring Presentations—and Solutions

Dos and Don’ts of Pre-Seed Pitch Deck Creation

How to Write a Teaser Pitch Deck that Captivates

Tips for a Persuasive How It Works Slide

What Not to Do When Presenting Funding History

Why Raising Funds Without a Pitch Deck Can Backfire

100+ product marketing questions answered

“A problem shared is a problem solved.”

As much as we’d like to be the beacon of all knowledge, sometimes, a little guidance goes a long way.

So, heed our advice: if someone offers a hand, grasp it - with both hands.

In this particular case, that certain someone is our army of PMM experts plying their trade at renowned, global companies such as IBM, Babbel, and Google (and a whole lot more ) who’ve served up a ton of insights for your benefit.

We're gonna be focusing on a range of areas, including:

• Metrics and OKRs ,
• Narrative design , and
• Product messaging .

To name a few...

Let’s kick things by addressing your questions on how to gather and stay on top of competitive intelligence, with insights coming courtesy of Priya Doty, VP of Product Marketing at IBM .

• Competitive intelligence

Q: I often find that competitor intel comes in as little breadcrumbs from the people in the field, dropped here and there throughout our dispersed organization. What's your best advice or tools you love to keep a pulse on all of it and collect it in one place?

A: This is so true! It's the signal vs. noise problem. Having a shared location to gather the intel is good - a Slack thread or a shared folder, for example. It's important to try to categorize what you're hearing by topic too, and from what type of customer (prospect, size of prospect, existing customer, competitive bid, etc.) so that the data over time can form useful information.

Q: In your experience, what's the most effective way to gather competitive intelligence if you don't have the budget or dedicated tools?

A: I love this question because it’s so right, competitive intel can become a super expensive and time-consuming process. It depends on how many resources you have to throw at it, but the fastest path to me is first and foremost to understand your competitor's motivations and strategy. Pick 1-2 competitors, learn what they are saying to their investors in investor relations, their customers through press releases, and what is happening in paid messaging (things like paid media, paid search, and events where time and investment is made in getting the messaging right). Chances are, if you dig into what they are saying in these places, you'll get a very good idea of their strategy and how to counter it. At its heart, competitive intel is a strategic exercise.

Q: Competitive intelligence often comes from Field Sales. What (practical-tactical) advice could you give a Product Marketer on how best to engage sales for consistent feedback, and how to get Field Sales comfortable with asking their customers (often uncomfortable) questions around competitive solutions?

A: So the best practice for absolute true feedback is to conduct win-loss interviews through a third-party (not your sellers) regularly. Especially those loss interviews, because few sellers want to dwell on their failures and you may also be dealing with a buying circle (multiple people making a buying decision) where multiple people make a call. As product marketers, we are often wanting to hear that it's some specific product feature or message or price that didn't close the deal, but the reality is that most deals are lost for other reasons. A lot of times it comes down to things like:

1. Status quo bias (not wanting to change from the existing path).

2. No decision at all (too many choices led the consumer to not choose at all, or perhaps it wasn't a priority in their minds),

3. Politics/preference - no matter what data-driven information is shared, the decision was already cemented in the buyer's mind.

If I could go on a tangent, one of the best ways to think about how to manage your losses is to think about politics. Who are your influencers or swing voters? Those are the people you want to reach and those are the messages you want to craft.

Q: In your experience what are the three key pieces of information most important when gathering competitive intel?

A: The three things you want to know are:

1. What is my competitor's strategy?

2. What have they already done to affect that strategy that’s visible in product announcements, marketing messages, acquisitions, statements, etc.?

3. Where might they head next if they were continuing that strategy, and how might I get ahead of it?

Q: Which business areas do you share your findings with? And how?

A: For product marketing, findings are shared internally with groups with whom we work the most: sales, product, and other marketers.

But don't forget customers!! Yes, customers are THE audience to share competitive with through comparison sheets, bake-offs, competitive case win stories, and more. You've got to sanitize what goes out externally - i.e. make sure it’s defensible and ownable - and that it fits your brand position and appetite for risk. Challenger brands? They are all about taking on the big guys!

Q: How much do you automate the process? And would you recommend automation over manual?

A: Automation and the analytics which comes with it, particularly for data that’s easily accessible and digitized - think social media, websites, search, is a smart way to go. One great way I've used automation tools before is to help understand "Okay when your competitor said this thing, how effective were they at creating a social and media conversation that might steal away share of voice?" That's where an automated tool can help bring insights into the picture. Was my competitor successful in creating any traction with my target audience? That's what I wanted to know.

Q: Considering IBM is a huge organization, I'm curious to know how you measure the effectiveness of the competitive intel collateral that you share with the GTM folks? How do PMMs collect feedback from the sales teams? And what's your internal communication strategy?

A: For the most part, materials are distributed via a central website and repository, and individuals can subscribe to topic channels of interest and choose the frequency of communication. As with any "service" to other users, customer satisfaction of materials is what is important - are internal customers finding value?

Now regarding your question of how to collect feedback from sales teams. #ASK. Join their calls or set-up your call and ask them questions about what's working or not working in their market. Focus on where the pipeline challenges are and see if you can drill into the questions from that perspective. Another aspect of feedback is win-loss.

Q: How often do you gather market data (refresh and big overhauls)? What are your go-to-market reports (specifically for products/services vs. SaaS)?

A: A goal is 1x yearly update of your top 1-2 competitors and then periodic (maybe monthly or quarterly) updates of what is happening in the market. Competitive data can become quite voluminous and time-consuming, and if you aren't careful sending out flash reports or reviews can begin to feel rather academic. A lunch and learn session every couple of months probably goes much further than email clutter.

The important thing to challenge yourself with is "What should I be doing with this data?" So when you think about how to be actionable with all that data and go-to-market reports that matter for a product marketer, two things come to mind.

1. Offense: What should your sellers need to know about upcoming product announcements, marketing messages that make your stuff way more competitive? Perhaps it's claims, or a customer you've signed that you stole away from your competition, or a capability you offer that your competitors don't. Always differentiate!

2. Defense: At some point, your competitors are going to say things or create gaps in the market that they can fill. So when you see those gaps, as a product marketer, seek to arm your sellers to defend themselves.

Q: Compare and contrast the sharing of competitive intel across different teams and audiences: Sales, Marketing, and Product. What will Sales care about that is unique? What will Marketing care about that is unique? Product? Aside from what they care about, are there different delivery methods depending on the team?

A: Sales: What can you do to help me sell in the next three months? Here's a real-life example. Let's say there's a new regulation coming out like GDPR or the ACA. What can you do to educate your sellers on this market change and how to take advantage of it? Sometimes competitive is a reaction to a market change.

Marketing: What marketing message gaps exist that my competitors are filling OR worse, creating? I have to say this one is rarely about product features (my product does X and they do Y). It's more like existential crises and paradigm shifts. Market making, where a competitor is spinning a new story that I'm not even aware of.

Product: What competitive strategy and platform decisions are being made by competitors that will be difficult to catch-up with, in the long term? For example, if a competitor makes a platform decision that will give them an 18-month advantage, that's what I want to know about.

Delivery methods?

• Sales - short & sweet.
• Marketing - lunch & learns.
• Product - have a competitive expert join their design session.

Q: How do you deliver competitive information and objection handling material to your sales teams? I'm interested in learning about processes, templates, and tools that your teams use.

A: The most common templates are a sales battle card and a sales objection handling script. The value a product marketer can bring here is that many times, you'll need to help sales respond to situations that have not yet been resolved by your product teams. For example, a competitor comes out with something before your product can catch up. How do you frame it? It's not acceptable to wait six months until the new product comes out to have that conversation. So I would encourage you to not just fill out a template battle card but think about 2-3 counter-frames that can help your sellers, that net down the key points quickly and are written down in an objection handling script, for the tough conversations they might be having out in the field. Sometimes, as with many things, less is more.

Q: Who owns competitive intelligence at IBM?

A: Market research owns it. It's everyone's job to be aware of what competitors are doing and be accountable to read the market research and understand how it affects their area.

Q: IBM is a huge organization, so I’m keen to learn which business areas you share your findings with? And how?

A: Competitive is shared with every function. Sales, marketing, offering management, engineering, R&D, HR, Finance, and more. I don't think that's unique to IBM. Every function these days is benchmarking itself to other competitors. It's just a part of business.

Key PMM metrics and OKRs

Div Manickham is a product marketing leader and has led B2B SaaS initiatives in startups and Fortune 500 technology companies for over ten years.

She offered her expertise on some of product marketing's key metrics and OKRs : Customer Life Time Value (CLTV) and Revenue Retention for SaaS.

Q: How does your company reward and structure the salesforce around renewals? Do you have a team/person dedicated to renewals by-product? How does your product marketing organization support the renewal team?

A: We have a dedicated sales team supporting renewals and this is critical for any SaaS business. We started with helping support cross-sell and upsell initiatives and we know we should continue to do more. One measure is platform or product adoption and we are tracking key metrics around platform usage and this helps drive customer retention and growth.

Q: How do you arrive at the OKRs to focus on? Is this top management led? How do you break down to strategic, tactical, operational, or even situational objectives?

A: As a PMM team, our disciplines are portfolio messaging and positioning, product and solution launches, buyer persona and audience growth, competitive intelligence, market presence, and analyst engagement. We are part of the CPO/product org and have OKRs across the product org.

Our objectives are aligned to three key areas - Customer, Employee, and Business. This helps us align efforts and have focus. To be successful with OKRs, consistency is key. As a team, we have tried to keep it to three objectives and five key results each, and we received feedback from one OKR consultant that was this is still a lot. This is a great video from John Doerr to help inspire to build the right OKRs.

Q: When you are looking at metrics like Retention and CLTV, how do you identify behavior that is a leading indicator? How do you incorporate those leading indicators into your strategy?

A: As we look at metrics, some of the leading indicators are win rates for revenue growth, new product/feature adoption for product usage, up-sell or cross-sell growth for customer retention. As PMMs, we enable five disciplines:

• Portfolio messaging and positioning
• Product and solution launches
• Buyer persona and audience growth
• Market presence and analyst engagement.

Q: Who sets your KPIs? So with customer LTV for example, who decided that was your KPI? And who dictates what LTV you're aiming for?

A: KPIs are set and driven by executive leadership with company-wide strategic priorities. The strategy team looked at historical trends to understand our customer LTV. As a SaaS business, customer retention is crucial for our success and hence platform adoption has become a key metric for growth. We need to align PMM metrics with top-level goals - revenue growth, product usage and adoption, customer retention, and churn.

Q: If your customer LTV was lower than what you're aiming for, what would you look to do next? What sort of tactics do you find most effective to increase LTV?

A: As we embark on this journey to link and influence our PMM efforts for customer retention, we will be looking at the retention and churn metrics to measure success. If it's lower than anticipated, we could shift our efforts to focus on segments of our customer base. Customer onboarding is a key aspect of this effort to make sure customers have a seamless experience from initial discovery to purchase to adoption and retention.

Q: I'm very new to product marketing and I'm the only PMM in my company. To give a bit of context, I work for a B2B company that sells subscription-based software security solutions. Currently, I don't have any OKRs but a focus point for the next quarter will be putting some in place. What would your advice be when setting out and deciding which OKRs to have? How do you know you're using the ‘right’ ones?

A: Consistency and focus are key for OKR success and this is a great video from John Doerr to help inspire to build the right OKRs.

Connecting with your stakeholders to understand their priorities is the next step. As Mary Sheehan from Adobe shared at the PMM Summit in Austin, here are three questions to ask yourself to identify the right metrics:

✅ Can you influence it?

✅ Are the metrics motivating?

✅ Do these metrics show true success for your stakeholder? E.g. Priorities for each stakeholder - we need to connect our initiatives with their success.

- Sales: Revenue - net new logos, average deal size, pipeline

- Marketing: Leads/MQLs, CAC, LTV

- Product: Product usage, adoption, churn.

Q: Are these your primary metrics at Boomi? What other OKRs do you have?

A: Our shared objectives are:

• Cross-functional efforts across Product, Sales, and Marketing for platform adoption and advocate for the market and customer.
• Market/data-driven and persona-led, adapting to market trends and drive momentum.

We looked at our growth strategy and aligned our PMM metrics to influence these metrics - CLTV (customer lifetime value), Average Deal Size, Market Expansion, and Industry Penetration. To achieve these goals, we are looking at Platform Adoption and Buyer Persona/Audience Growth.

Q: With so many data sources available, how do you and your team ensure you focus on the right metrics?

A: This is challenging indeed. We aligned our metrics and OKRs to make sure we are working on the right priorities. This is an iterative process. We started with the buyer’s journey, mapping awareness, consideration, and decision for key metrics. Our product management team is now helping with PQL (product qualified lead) to measure and track product adoption. To make sure you have the right metrics, connect with product, sales, and marketing leaders to better understand their priorities and align efforts. That’s where content metrics are tricky as it’s all about influencing opportunities.

Q: How do you document and share your team's success/failures on these metrics? Which stakeholders do you share them with?

A: Our stakeholders are product, sales, and marketing leaders and as PMM, we had challenges identifying the right metrics that are relevant for each team. Since we are supporting the buyer’s journey, we are working to map our metrics across awareness, consideration, and decision. Quarterly check-ins have helped us in the past to help share updates and align efforts. Collectively we are all influencing revenue and customer growth.

Q: Is product marketing the only team responsible for these metrics at Boomi? Or do you share them with other teams?

A: These are shared metrics as we collaborate with teams across Boomi for the end-to-end execution of the initiatives. We work with product, sales, and marketing teams and prioritize initiatives that drive sales every quarter. For example, product adoption is a shared objective with product marketing and product management.

Best practices when engaging with the C-suite

The relationship between product marketing and the C-suite isn’t without its challenges, as we discovered in our C-suite report .

Taking this into account, what are the best practices for PMMs when working with heads of product, finance, sales, marketing, and service? Axel Kirstetter, VP of Product Marketing, Content, and Pricing at Datasite gave his perspective and answered key questions on the topic.

Q: I've been in product marketing for several years but have recently joined a company where the role is brand new to them, and the piece I'm finding difficult is that initial "this is what I do and why I do it". Have you ever been in this situation? And what do you think is the best way to present that piece in a way that'll get everyone to understand and appreciate my role?

A: Yes, PMM has the challenge of sitting between the marketing and product pillars. I think you need to engage your stakeholders in a bi-directional discussion. "Here’s what I will do for you". Timeframes, measurement, resource allocation, audiences, etc. Here you need to get assurances that your items are relevant and impactful. This only comes via a sort of sign-off.

The bi-directional element comes in at the next step which is "and to accomplish these items here is what I need from you". To be successful you’ll need active support. Subject to who your stakeholder is, it’s reasonable to ask for participation in client meetings, customer discovery sessions, access to Sales for reviewing of assets, dedicated slots for product information in the communication and demand channels, etc.

Q: What do you think we product marketers can do on an individual level to get all people from the C-suite invested in our roles?

A: A lot of this comes down to your commitment to others and earning credibility over time. For example, a product will want to know what you’ll do for product adoption, sales for asset production, marketing for speaker availability, etc. I’m also a big believer in quarterly or semesterly business reviews that include revenue, against pipeline, campaigns that have been run quant./qual. input etc. My simple definition of PMM is to be the expert in buyers. This isn’t the same as a customer or user. the buyer includes potential, past, and future buyers. Every department has an interest in understanding that.

Q: When you first entered product marketing, what were the biggest challenges you faced with the C-suite?

A: It’s always the same. Where should it sit (marketing, product) and what does it do. I find the reporting line secondary to the issue of measurement and impact. If the company needs PMM to sharpen the focus for demand gen and inside sales, then it makes sense to sit in marketing. If the challenge is more around positioning, competitive intel it makes sense to sit with the product.

As mentioned in responses to other blogs here, in establishing your charter:- get sign off from execs on it- ensure bi-directional relations are established- keep focused on being the organization focal point for buyer expertise.

Q: I’m keen to know which execs you interact with most on a day-to-day/week-to-week basis? And what do your interactions typically look like? Are you given a seat at the table? What advice would you give to PMMs in an organization where there isn't a VP, Product Marketer fighting their corner higher up the ladder?

A: Day-to-day: sales, product, marketing. Weekly: service and legal. Monthly: finance and the CEO.PMM needs to earn its seat at the table and the best way to do this is by being the focal point for buyer expertise, i.e. how the product is used, addressable market size, reasons for churn, sub-segments, segment profitability, etc. and this level of detail takes time to establish. Meanwhile, you need to be delivering on your charter and quarterly commitments, too.

Q: How would you manage a project where your key stakeholders dislike each other and won't cooperate with you or themselves? Or, perhaps they dislike you for whatever reason and are making your life hard?

A: Office politics is not an exclusive PMM domain. For project-specific collaboration, my recommendations are to make sure there is an agreed-upon charter in place including an exec sponsor. This charter should include goals, objectives, timeframes, etc. Report back on those, identify gaps and resource requirements, etc. If things get too heated, get back with the exec sponsor and check whether any of the goals have changed. On a personal level, if it is unbearable and you have explored the above option, maybe there are deeper cultural fit questions at play.

Q: I've been trying to figure out how to either initiate or influence a more market-driven process to product strategy, i.e. developing a good business case for products and/or significant features so the business is well-positioned to make decisions about what to develop based on revenue opportunity or ARR goals.

The organization is at a low-level of maturity concerning Product Marketing, as well as the idea of being market-led. Any insight and/or guidance on how to approach this? I'm focusing on creating alignment and developing a structure to decision rights but when it comes to getting the business case done, it has been like pulling teeth.

A: I have gone through this exercise a few times. From a PMM perspective, we have to reflect on how what we do provides value to buyers across their value chain. For example, in email marketing, you have your list load phase, your template build and populate phase, send phase, result analysis phase, report out phase, CRM update phase, etc. Your tool needs to show value against all of these phases.

Ideally, these value chain phases include different audiences. Overlay that with good TAM, SAM, SOM, Penetrated definitions multiplied by a willingness to pay data and it becomes a really interesting discussion. I’d also add teaming up with Sales is a good exercise here. If multiple sellers mention a certain client cohort is interested in a certain type of functionality, there’s probably a market there making the business case easier.

Narrative design

Narrative design is an essential part of product marketing, (hence why we launched our narrative design certification 😉).

Course host Marcus Andrews, Director of Product Marketing at Pendo.io , gave his two cents on how to master the essentials.

Q: How do you recommend we begin selling through narrative design to stakeholders? How can we evangelize and drive the adoption of this new positioning model?

A: I think the first step is for people to understand and buy into the concept and the process. Reading my work and Andy Raskin’s work should help with this.

If people don't believe in the process (especially leaders) they won't ever be happy with the output or feel ownership over it. Once people accept the idea then you can talk more in-depth about the process.

I've created an internal workshop for narrative design and I use the first kickoff meeting just to talk about the process and structure. I don't love spending so much time on the process, but it helps keep alignment strong; I built my workshop based on what Raskin suggests here .

Once you've completed a workshop - you should have an output. A sales deck or story doc. Socialize that. Pitch it at team meetings or circulate it as a memo internally. If leadership is bought in people will usually be excited about it.

Q: I'm fully bought into marrative Design - interestingly enough, I work with companies like Facebook, Google, Snapchat, Bing, etc, and get to see each one of them execute this. They all do it and do a good job, but my question is:

What happens when narrative design becomes saturated and starts to confuse customers?

I think if a narrative is accurate, they all converge around the same story with different flavors. My hunch is clarity and execution will help companies stand out (and I see it even with the above-mentioned companies).

Andy Raskin has written about narrative wars too, and possibly the answer is some narratives win and stick while others don't, but I know my clients (automotive dealerships) feel overwhelmed and confused by all the info.

A: Interesting question and we'll probably see more of this. I think it's mostly about execution and executive buying. When the CEO feels the story in his heart and everyone at the company is aligned around the same story it's hard to lose.

There is just a strong identity and everyone knows exactly how to execute it. This is part of HubSpot's secret sauce. The original Narrative our founder Brian Designed is so core to everything we do.

Q: I read your article on narrative design last week and it was a great read. In it, you say "You design a narrative for your company and category, you build positioning for specific features and products. Ideally, you design your narrative once and tell the same story for years."

The company I work at sells several different products but to the same market category, does this mean I should/could use the same narrative design approach for all the products?

A: I would build unique positioning for the different products but have them all ladder up to the same Narrative. If you introduce an entirely new product line, to a new buyer, and in a new market, then you can introduce a new narrative or a big change to the existing narrative. But otherwise, you want to keep it simple. At HubSpot, the inbound marketing story has been our narrative for years. But two years ago we introduced a new Services Product line and it was an opportunity to introduce a new narrative. I worked with our founder on the Flywheel story, see it here .

Q: I've been following narrative design quite closely for a while and have read up on a lot of Andy Raskin's stuff too.

One thing that's very apparent throughout what he says and your article, is the CEO must be involved, but what can people do if you don't get that support or air time with the CEO?

A: Narrative design is the easiest and works the best for companies who are earlier in the journey. Startups who don't have a clear identity or a plan for how to attack a crowded market. Also, CEOs are more eager to do this sort of work at that stage.

However, it can work at bigger companies. You just have to be a little creative. If you work at a larger company and don't have access to the CEO you have to show that this approach works in smaller ways. If you're an IC PMM and work with a PM on a single product, consider yourself the CMO and the PM the CEO. Design the narrative and you'll have a better product launch, more alignment, and your bosses will notice. It won't become the company's strategic vision but it will get you noticed. Sell it to your director and keep going up the food chain.HubSpot is a huge company and while I have worked with our founder on Narratives I more often work with the GM (product VP) of my product line on our strategic narrative. In that case, they are the "CEO" and I'm the head of marketing and we craft the story together.

Q: If for whatever reason your positioning changes, should your narrative design change in tandem? Or can one change in isolation?

A: They should be linked but your Narrative should be set in stone and your positioning should be set in jello. That's not a great analogy! But what I mean that like your brand you should try and not constantly tweak your Narrative.

There is value in telling the same story over and over again over time. Focus on getting it right the first time. Update it over the years to keep it fresh and modern, but keep the core the same. Positioning can change a lot. You have a new product, an updated product, the market shifts, etc. These are all good reasons to go back and update positioning and messaging. But I would only let that impact the larger narrative if the shift is big. We are likely in the middle of one of those really big shifts right now.

Q: Could you please expand on the role of narrative design through the product life cycle stages, from early-stage to mature products?

A: Their role should be pretty consistent. I think the Narrative should get more solid over time. At first, it's smart to keep it a little flexible, but once you have a product-market fit lock it down. I find the Narrative is most valuable during launches, so if you have a launch at any stage make sure to ramp it up. This work is most important when a product is early and still figuring out what it is and who it's for, but it's valuable at all stages.

Q: I'm working with an old game/new game narrative right now, containing:

The technical problem,

The business process/workflow problem (across a wide array of user personas),

The bottom-line business impact.

I’m concerned about the story becoming too complicated; my intuition has been to focus on #2 and how it relates to the others but wanted to get your take. Can you help?

A: It's hard to know exactly how to approach it without knowing all the details but I would make sure to start with the change you see in your customer’s world.

• What is the big undeniable change?
• How has that created a new game? And made it so the old game no longer works?

I agree there is some temptation for these things to get complicated, but you need to resist this. If you have a feeling it's getting complicated, it's probably already too complicated; your audience needs a simple story.

Product messaging

From one essential PMM area to another!

Product messaging is a pivotal part of the PMM process; get it wrong, and your messaging won’t resonate, and you’ll lose out on crucial sales.

But what do you need to do to knock it out of the park?

Sarah Din, VP of Product Marketing at Unbabel , formerly of SurveyMonkey, answered key questions on the area, lifting the lid on how PMMs can nail their product messaging.

Q: Our core product targets three different personas. We have different messaging sets for each which we use without fail in email, social media, paid campaigns, etc., but the area we struggle with is the website. Our product is at the forefront of our homepage and we have one main product page which branches off into what it is, the benefits, etc., but because both these pages target all three personas, it's hard to make each persona communicate directly. How would you recommend overcoming this? We've toyed with the idea of separate product pages for each but worry the site may get confusing, and more than one homepage is a no-go.

A: Great question! SurveyMonkey is similar in many ways because we sell to so many different personas, and to add more complexity to the mix, we also have multiple solutions for each persona, so there are multiple potential permutations for messaging here. But you are right, a website is where it gets tricky because you have an audience with a limited attention span and it's difficult to try to appeal to everyone. There are a few different solutions you can think through that I have seen work, each has its pros and cons.

• Option 1: Have solution pages by persona in addition to your product page. In this scenario, the product pages can be more about features/benefits at the highest level (what we call our corporate messaging) and then have solution pages that talk about Product X for Marketers, vs Product X for HR, and so on and make them more focused on the problems you solve rather than features first. This is something we currently do at SurveyMonkey and it works out well, especially when we have specific campaigns and need a landing page to point people to.
• Option 2: Don’t focus on personas on your website. While it's important to have persona-based messaging for certain marketing campaigns, I think it's more useful to have use-case-based messaging on channels like your website. Think of the problems your product solves and focus your messaging on that instead of the personas - for example, you can be in the product team or the marketing team, and looking to solve the same problem. And when people search online, they search for how to solve their problem, not to find tools based on their functional role. This is something we are trying to shift to as well.

There are a few different ways you can validate messaging with both prospects and customers.

• Quantitative research: When we revamped our messaging at SurveyMonkey recently, we ran several different concept testing surveys. Concept testing enables you to put multiple concepts (visual or copy, or both) in front of a certain audience (you can target a specific audience via a panel) and gather input on different factors like believability, trust, uniqueness, and so on, in addition to asking for preference.
• Qualitative interviews: A great way to supplement your quant research with more insights is running a few qualitative interviews - I recommend doing this for different personas if you have multiple, and doing this with both prospects and existing customers.

A/B testing across multiple channels: Once you have enough data to narrow down your messaging, you can leverage several marketing channels to run A/B tests - for example, an SEM ad is a fairly quick and easy way to test very specific TOFU messaging. You can also test via emails, in product, paid or social ads, etc. If you are B2B, you can also work with the sales team and pilot the new messaging on a few calls and use the feedback to refine your sales pitch! In general, the best thing to do is to create a test plan and map out the channels you want to test in, and then think about which channel is ideal for different parts of your messaging.

Q: How did you communicate your messaging internally at SurveyMonkey? Did you have set templates or frameworks? Also, how did you ensure the relevant teams used your messaging?

A: This is a great question, and a lot depends on how large your company is (it's easier if you are smaller), but here are a few things I recommend.

The key is to treat it like any other external product launch - you need to leverage multiple channels, make it fun, and show people what’s in it for them.

• Single source of truth: First, make sure that people have a place to go to as a single source of truth. For us, this is our wiki page everyone in the company has access to. Our documents are all in Google Docs that are "templatized" so it makes it quick and easy for people to read through.
• Internal roadshow: Secondly, you also want to do some sort of a roadshow and do readouts with several teams across the organization and allow people to ask questions and provide feedback.
• Launch day: Maybe launch it at a company’s all hands, or SKO? You want to make it exciting for people.
• Training materials: You can create things like videos of your executives delivering your new messaging, live or recorded training sessions, etc. However you do it, the important thing is to repeat it and repeat it in different ways until people start to absorb the new messaging across your org.

Cross-functional partnership: And if you are a larger org, you will want to work with XF teams like sales enablement, comms, HR, or L&D to make sure the messaging is part of all corporate content such as new hire onboarding, ongoing product training, etc.

Sales enablement: For certain teams like sales, you will want to go a step further and deliver actual sales materials leveraging that messaging so you are giving them something more tangible they can use.

Q: Have you ever had to deal with having to tweak or change your product messaging for different levels or types of customers? How did you address this?

A: Absolutely. Messaging often has many layers - for us at SurveyMonkey we have our brand messaging, then we have our corporate-level value proposition, messaging for multiple use cases and personas, messaging for multiple products, messaging for top industry verticals, and messaging by different international markets.

It's important to identify your top buyers and top use cases and create different permutations of your messaging for each. The process of developing messaging does not change for any of these, the only thing that changes is who you speak to, the words you use, and the audience you test it with. I recommend using the same templates and tailoring them as you need for the different versions.

Q: Of course, product marketing is a very cross-functional role. How do you specifically work with brand teams and lifecycle marketing, if one exists in your organization?

A: Product Marketing is indeed a very cross-functional role. At SurveyMonkey, we work very closely with both teams on a variety of projects, but I can focus on how we work together on messaging with them.

• Brand team: Our content strategy team is very involved in our messaging process. We collaborate with the team on things like research and developing elevator pitches to test. We also work with our content and design teams to develop creatives that we use to test the different types of messaging. Our brand team also owns our brand-level messaging so we work to ensure that we have a cohesive narrative everywhere.
• Lifecycle Marketing: We collaborate with this team to test messaging for different email campaigns, as well as work on optimizing messaging for various email campaigns based on results.

Q: I have a buyer behavior survey that was going to be administered in person during various trade and industry events. However, given the current environment, that’s no longer possible. We've tried emailing the survey with little success (we even offered a donation to local food banks for respondents). Do you have recommendations? The survey is to help shape our product messaging.

A: I’m curious to understand who this survey is going to - existing customers, or a panel? Because the incentives and the process can be different for each. There are a few things to consider...You mentioned email as your distribution channel, but based on your audience, maybe another channel is more effective? Have you thought about perhaps using SMS or posting it via social media channels, or embedding it on your website? It depends on who your audience is.

If email is the best channel, then I would check where your respondents are falling off. For example, is it that they are not opening the emails, or are they opening them, clicking on the link but not completing the survey? Based on the answer, you can figure out if you need to optimize your email or the survey itself - there are a lot of best practices to ensure you have an optimized survey to drive increased response rates - if you are interested I can point you to a few resources.

I love the idea of a donation-based incentive, especially with what is happening around the world today.

You can also use online panels (we use our own called SurveyMonkey Audience) where you can target a certain audience and a certain number of respondents and the survey fields until that criteria is met, so that sort of guarantees that you get the responses you need to help shape your messaging. This is helpful if you are just looking for validation via Market Research.

Q: I see on the SurveyMonkey website you've used a very generic story on the homepage and separate pages for HR, Marketing & Customer Experience. How do you make sure to maintain consistency in messaging? Is there a framework you use for storytelling and messaging?

Also, on what all metrics do you track for product marketing at SurveyMonkey? What specific metrics do you follow, to make sure your story/messaging is working?

A: I always stress the message: consistency is key.

The best way to ensure your messaging is consistent is to develop your corporate-level narrative first, and as you develop the different layers for different use cases, personas, etc. make sure they all tie back to the main value proposition of your company/product. We do have a framework we use that remains consistent for all our messaging documents. We just add certain elements based on need.KPIs are always interesting for PMM, and honestly, these changes are based on the project. For messaging, one of the things we look at, especially on the B2B side of our business is sales confidence in delivering a value-based pitch. You can drop a survey to the sales team before your launch and then post-launch and measure this every quarter to determine how your enablement efforts are helping drive confidence in the sales team.

For the consumer side of the business, one of the things we measure consistently is our brand, and adding questions in your brand tracking study to measure the effectiveness of your messaging can be another way to measure success.

Scaling campaigns

Campaigns can be extremely successful at a base level, but how can product marketers scale campaigns and reach 99% worldwide?

Martin Aguinas, CEO & Co-Founder of AccessBell shared his tried, tested, and proven recipe for scaling campaigns and events to reach that 99% worldwide.

Q: How do you balance the goal of reaching the 99% while bearing in mind you can't be all things to all people?

As marketers, we trained to build personas, segment audiences, personalize messages, then execute. I like the larger aspirations, but wondering how you navigate that.

A: The 99% comes at the execution/scale level. I agree with you that narrowing focus is key at first. Rather than scaling up to 99% from day 1, it’s important to still segment, beta test, and keep a focus early in the product life cycle.

A different way to think about this is that many times it is YOUR 99% rather than the 99%. During various points of the product life cycle, your 99% audience may differ in size and scale. Early on, it may include just your beta testers or one persona; later on, it can evolve to be ‘all US students’.

Q: In the spirit of "reaching the 99%" in a slightly different context:

I host a podcast that interviews alumni from my university to unpack their career journeys in a way that's tangible for students and other alumni.

I've got good traction (nearing 1,000 downloads), and while segmented, have aspirations to reach my theoretical 99% (the goal is 10,000 downloads).

This is on a smaller scale, but how would you apply your recipe for scaling campaigns to content production?

Especially curious during the market conditions with COVID-19 as content consumption is increasing because there's not a whole lot else people can do.

A: I’d start by revisiting the segment. Is the 10k based on the market share of your university alumni group? Would you involve more universities or students from other institutions?

Then possibly look at what the ‘secret sauce’ of your podcast is. Why are people tuning in? This can be something you do quant or qual research on.

Finally, once you figure that out you can do some fundamental marketing like ads, email, and social blasts using the ‘secret sauce’ as a lever. This could be snippets from the best interviews and what students can get out of listening to more, for example.

Q: How does COVID-19 impact your recipe for scaling campaigns? Is this an opportunity for innovation?

A: Absolutely. We are living in unprecedented times. This has impacted industries and frankly people’s priorities. I think it’s important to shift towards a ‘helpfulness’ tone in all marketing comms and efforts. Of course, companies like Zoom and Netflix are going to do significantly better with these circumstances… but if your campaigns don’t involve CTAs that can be achieved while at home, I’d suggest quickly pivoting to that.

One example is this course my team at Google just launched today which gives free lifetime access to learning development.

We’d normally be focused on going to physical events but given COVID19, we shifted to provide resources for anyone to access given the limitations to travel or even leave the home.

Q: What are your go-to channels/platforms when reaching people worldwide? Also, how do you go about accommodating different time zones? I.e. If you were to hold a virtual event, would you hold separate ones for, say, people in Australia, Europe, and the Eastern US?

A: In answer to your first question, this depends on your audience. For example, if you are targeting a typical B2C customer: Instagram, Search, Facebook, TikTok, Twitter. If your business sells to developers: Reddit, Stack Overflow, GitHub, Twitter. Sometimes running ads on Google’s ad network does the trick. You should certainly determine your target market and figure out their behavioral patterns; that will save you lots of marketing $$$.There are many ways to accommodate different time zones. If your goal is for folks to tune in live, then you can host 3-4 of the same or similar segments that are timezone friendly to different regions of the world and target each region for one of the segments. This would allow them to ask questions during the event.

You should consider if the virtual event has to be live, however. If pure eyeballs on the announcements is your goal then you may be better off picking a time zone that accommodates most of your global users and making sure the recordings, blogs, summaries after are well circulated.

Q: When you're creating large-scale campaigns, do you throw everyone into the same bucket and try to target a global audience with one big campaign that has lots of welly behind it, or do you segment it and target different regions with different campaigns that are more localized to them? This ties into another question, do you find that different regions have vastly different preferences in terms of which types of campaigns do and don't perform?

A: This depends on your campaign goals and budget. If you are looking for pure brand awareness or website visitors, targeting a broader bucket filled audience at first may be your best move. In this case, you can start broad and once you get data back on your CTR or traffic then shift to focusing on the most successful reach regions or customer demographics.

If you have a clear idea of your audience and they are spread out geographically, then find other filters to maximize the reach (e.g. 24-40 years, female, etc.) rather than location.

Various regions do have different preferences. In China, WeChat is used heavily, and promoting things on that super app platform can result in high ROI. Outside of the US, non-Apple products are much more over-indexed. Some social media platforms and services are universal regardless of region/country.

Q: What kind of campaigns and events do you typically run? And how do you go about proving the impact of those campaigns? It'd be great to hear some examples of typical OKRs you have against these kinds of things.

A: In my current role at Google, I run large-scale campaigns for developers. This can span from contests like Flutter Create and Flutter Clock to House Ads to promoting educational videos .

As we navigate through the current global health crisis together, we know a lot of people are looking to develop new skills. We want to help, so hours ago we announced and launched a partnership with the App Brewery to give away this new introductory course to learn how to build apps for iOS, Android, and the web (you should try it out!).OKRs are usually things like reach, new users, brand sentiment. For campaigns like our contests, it also can include how many unique submissions we get, the social # impact/reach, how many of the contestants are new to the platform (e.g. how many new users we drew).

Q: My product marketing budget is relatively small, I'm just wondering what the most cost-effective methods are in your experience to reach that 99%, for people with slim budgets? I think over time these budgets could be increased, but I'd need to demonstrate the value with low investment campaigns/events first.

A: You almost answered your question in the last part of your post! The key is to show ROI at a narrow scale first so you can identify the value each dollar is bringing to your business.

Stay focused on a smaller scale, use your low-hanging-fruit like organic reach and word of mouth and email marketing to grow as much as you can without $. Then start slowly injecting $ in ensuring you are getting data back on the ROI each dollar is giving you so that you can use the budget wisely is key.

It helps to be backed by VCs or a big company, but once you prove out your business model and the budget you have is well spent and proves value it can become easier to raise more money.

Q: We have several big launches throughout the year and I'm not sure we'd have the bandwidth, budget, or resource to amplify each on a global scale, so I was wondering how do you decide which campaigns/events to go hard on? Do you have some sort of priority hierarchy?

A: Absolutely. “Think with the end in mind” is one of my favorite habits from 7 habits of highly effective people. So taking a step back and asking yourself: What is the best-case scenario? Do I want to get X amount of users for my platform? Do I want to secure a series? A funding round?

Once you identify your end-goal it is easier to backtrack and determine which of your campaigns or events will help you reach that goal the fastest.

Maybe the answer is even none of those and you come up with a new formula or campaign that reaches that north star faster and with less money!

Q: How would you apply the "reaching to 99%" approach from a market research standpoint? How do you ensure when uncovering challenges from your market that these challenges pertain to the 99% and you are building something that the 99% would benefit from and not just the 1% you've interviewed or done extensive research on?

A: This is something we think about a lot at Google since many of our employees are in the Bay Area which represents <1% of the global users of our products.

When it comes to your research, the key is to get enough of a varied sample size and number of participants that make the results statistically significant and varied. It does not take that many to be able to abstract insights that apply to the 99% rather than the 1%, but your sample must be varied across the entire addressable market of your product rather than 10 people who all studied Finance and grew up and live in the same city (unless your product is a finance tool that only targets Chicago).

Usually, doing quantitative research like surveys is easier to scale to more people than qualitative research like in-depth interviews or focus groups… so if your goal is to get a better sense of the 99% quickly then I’d suggest starting with qualitative research.

Q: What role does Developer Relations play in your overall strategy? Do you see DevRel as a part of your efforts, or as a partner to work with alongside marketing's discreet goals?

A: Developer Relations is often KEY to the success of products; especially technical ones.

In our case, DevRel is fundamental to the success of Flutter. I work with DevRel every day and sometimes feel 'grandfathered' into their org.

Regarding goals, both orgs should be aiming towards the same 'north star' but it is important to clearly state the different ways each will reach them. Or else you can find unhealthy overlap.

When we work on big events, for example, many times our DevRel team will focus on the content and talks while I'll be working more on setting up the website, promoting the event, and creating case studies.

At the end of the day, it also depends on how large your marketing and devrel orgs are. Oftentimes you can determine work needing to be done based on the size and specializations of each person/org.

Q: I'm trying to break into product marketing and I'm trying to learn as much as I can about the role.

From what I understand, product marketing is a data-driven role where there is an emphasis on understanding the customer to create an amazing customer experience. Would you say this is accurate/how would you define it?

Next, what distinguishes a good product marketer from a mediocre product marketer and what advice would you have for someone like me who is looking to break into product marketing? Are there skills that you'd recommend I focus on developing?

A: Awesome to hear that you are looking into becoming a PMM. The first step is to find out more and learn about the role which from this question it seems like you are doing :)I like how Google defines product marketing: "Know the User, Know the Magic, Connect the two." Similar to what you say, it is about truly understanding the users (via research) and the product (via connections to PM, Eng, etc) and providing that link. At different stages in a product life cycle, you may end up focusing more on the research or product development, or general awareness.

Distinguishing factors: the ability to see the big picture, dealing well with ambiguity, deriving actionable plans from broader GTM or research findings, showing ROI from the campaigns and $ you spend... proving out the value PMM brings to a product to x-func stakeholders.

Useful skills include storytelling!, SQL, Photoshop, Tech fundamentals, Ad Networks, SEO.

There are also many free resources out there. For example, Harvard has this class called CS50 which is a free way to fully understand the technology space and programming fundamentals which is always useful.

The Product Marketing Alliance is very impressive... there are such great PMMs through all sorts of companies so definitely continue being involved and take advantage of the resources it provides.

Josie, Richard, Bryony, and the rest of the team are also just great people! If you become a member that gives you access to all of the talks as well. During the SF PMM Summit Keynote, I spoke about going from zero to one at Google. That may help too.

Internal collaboration

Collaboration is at the heart of every successful team, irrespective of industry.

Holly Watson, Group Product Marketing Manager at Attentive , offered her expertise to clarify the nuts and bolts of collaboration within an organization.

Q: If you're working on a long GTM cycle, how do you keep other teams engaged and up-to-date with your progress?

A: Communication is key. Outside of weekly to bi-weekly team calls, I'll use a few different items to ensure teams stay informed and engaged. With GTMs I use a Gantt chart to showcase the full project plan. This plan is shared with the team involved in the launch and is regularly updated. Smartsheets is a great tool for this, but if you can also easily use Excel. Furthermore, I create an executive report - usually, a PowerPoint slide - with a high-level summary of the status, next steps, blockers, wins, and any available resources are linked.

Q: How and how often do you report out on product marketing's OKRs? And at Sprinklr, is this a two-way street? I find that at our org, product marketing is generally quite good at being transparent but this isn't always reciprocated.

A: I can understand how this is frustrating, but it's great that your PMM team is already good at reporting your goals and results. Keep that going!

Sprinklr uses a system called W2HMO (What, Why, How, Metrics, Obstacles) that addresses the goals of each department. These are written statements/goals presented in a slide deck.

The first team to provide their W2HMO is our Executive leadership - so it starts at the top. With Executive alignment, every department to the individual will write and own their W2HMO goals. Each quarter all W2HMO plans are reviewed, updated, and adjusted as the year progresses.

To directly answer your question, plans are updated quarterly and yes, it is a two-way street. The W2HMOs force a cross-functional conversation so resources are optimized and any obstacles are discussed and collaboratively worked on to remove.

Q: Getting customer/prospecting-facing teams to knowledge share can be challenging. How do you manage those processes to extract the info you need regularly?

A: Great question. We face the same challenge but have made decent progress on evangelizing approved collateral, messaging, and communication across the organization. This takes some 'Change Management' effort, but it can be done.

For background, Sprinklr is a global SaaS organization with over 1500 employees that focuses on our solution for the enterprise. The need for tight communication and collaboration is key.

To ensure each department was getting what they needed, a Subject Matter Experts (SMEs) program was created. A representative from each department was assigned and aligned to one of our Products. This begins to shape a 'matrix org' but only in the terms of cross-departmental collaboration vs. management. Each SME team is led by the PMM through weekly calls, slack channels, and shared Google Drives. Sprinklr does use Highspot for asset management and publication of final/approved assets.

I've attached a screenshot of a slide I use to better articulate each SMEs responsibilities by project/discussion topic. Week over week our call topic changes based on what's at hand for the business. Having this matrix has helped clarify roles, expectations, and communication.

Q: How has your approach to collaboration shifted in-light of COVID and now working remotely? Do you have any tips/advice on how to best pivot? I've been struggling with/missing those desk drops and water cooler chats.

A: This is such a great question as we all navigate this unpredictable environment. In general, I'm finding success with trying to maintain some semblance of a regular schedule, but I do find myself missing those water cooler chats too.

Sprinklr has adopted some new ways of working such as having each team schedule daily 15min check-ins. Engineers will refer to this as a daily stand-up, but during these 15min our conversations are generally whimsical and not always work-related. It's nice to have these on the calendar for a chance to break the solitude with some levity. I'd recommend scheduling this with co-works or cross-functional teams you work with regularly.

Additionally, we've always used collaborative tools such as Slack, Google Hangouts, and Google Drive. Team calls have now widely become video calls and many people are comfortable turning their videos on. This has been great because so much of that non-verbal communication is infused back into team meetings

.Another more general tip is to remind yourself that it's ok to take 5mins to yourself. Stand-up, stretch your legs if you can safely do so - take a moment outside. These breaks are necessary and a good way to reset yourself for the next project. I'd even say to check out the PMM slack channel for a brief moment as this community is here for each other.

Q: When you're rolling out a persona/messaging/battle card etc., 1) how do you deliver those kinds of assets? And 2) how do you measure departmental adoption?

A: This can be a challenge. Most recently, Sprinklr has adopted Highspot. This tool has been very helpful in sharing assets and resources while keeping it all organized and measurable. Highspot has an integration with Salesforce that our team is exploring now. The intention behind the integration is to increase the adoption and tracking of our material.

When new assets are available, we highlight them through a few different channels:

• Marketing has a weekly, company-wide email that shares updates and available resources coming from the department. PMM has a specific section in this internal newsletter that we populate with new Highspot links
• Highspot allows teams to have what they call "Spots". This is essentially a mini-landing page/web page within Highspot where we as a team have organized our material by-product. It's helped teams navigate here to find PMM approved resources.
• The SME program I mentioned previously is helpful too as we can lean on our SME leads to share content when ready.
• Joining monthly team calls and sharing resources is a great way to promote work, answer user questions, and encourage adoption.

Q: What tools do you use at Sprinklr to support collaboration? And do you use the same tools/apps for every department? Or do you find different teams have different preferences? For me, I've found that our marketing team is much more receptive to Basecamp but Sales just don't dig it and use Slack for comms, for us though, that means more apps than is technically necessary to keep up with.

A: The number of different channels available can be challenging. Sprinklr does a pretty good job of keeping to the main set of collaboration tools. These may include:

• Google Drive

Sprinklr is also a keen adopter of our platform, so we do use Sprinklr to manage our workflows, campaigns, and much more.

In terms of creating a feedback loop, we've found success in leaning into our SME program. I've mentioned this a few times now, but it is a great way for a representative of each department to be able to voice concerns and gather feedback from other departments.

Our SMEs meet weekly with Product Management and Product Marketing. Call topics rotate, depending on what's a priority for the business at a given point in time.

Q: In your experience what does the internal communication process for new product updates look like? Does PMM own everything or is there a tier for updates where PM owns communication (smaller updates) vs. PMM owning larger updates?

A: Our PM team and PMM team is very collaborative. In terms of managing comms, we have a few different methods we use.

A good example where the communication is possible more owned by the PMs is our release process for internal/employee onboarding. Sprinklr manages quarterly releases. Before pushing updates to production, or our client environments, we have an internal environment for employees to test, train, and get hands-on experience with the updates.

To manage this, the PMs will host a series of calls we've named "Product Deep Dives". Each call is company-wide, recorded, and hosted in Highspot for later reference. The PMs own this call, though PMM will assist in reviewing the content to ensure value messaging is infused, hosting dry-runs for practice and story arch development, and content check in terms of brand guidelines. The PMs own the deck creation, ensuring the demo environment is configured/ready, and presenting the material.

Along the same theme, PMM will coordinate with our Marketing Demand Gen and events team to communicate updates to customers and prospects are appropriate. For larger product launches, the GTM is heavily owned by PMMs.

Q: What’s the difference between a product marketer's role/responsibilities when working at a smaller (200-300 person company) vs a larger one (1000+)?

A: In terms of how the role might vary by the size of an organization, this can depend heavily on a few different factors.

All in all, though, smaller organizations often require the PMM to be a jack-of-all-trades and wear multiple hats. In other terms, a smaller organization might require that their PMM team own everything from competitive intel, messaging and positioning, sales enablement, promotion/content strategy, asset creation, events, etc.

Larger organizations might have more capital to hire specialists that can focus on specific areas such as a CI (Competitive Insights) team, a Training team, or agency/design resources that have dedicated focuses on those respective parts of the business.

Depending on where you are in your career, both small and large organizations provide a great chance to learn and develop the necessary skills and talents to add to your toolbox.

Q: I'm curious if competitive intelligence is a core function of your team, and if so:

What is your approach? How is this responsibility organized/divided among people on your team?

What tools do you use to enable research/insights gathering?

What types of collateral and communication methods are most effective in enabling sales/customer teams?

A: Competitive Intelligence is part of our roles, but we do have a small, dedicated team for CI. Like most conversations I've seen, CI is a role that everyone needs to incorporate into their roles - no matter if you're in Sales, Success, or Marketing.

In terms of your more specific Qs, let me try to address:

• Approach: Ask questions to your Sales team. What are they hearing from their customers? What other solutions do prospects bring up? What common challenges are customers asking you to answer?
• How is the responsibility organized: We do have the dedicated CI team, but we also leverage a Competitive Insights Spot on Highspot. This is a dedicated landing page where PMM and CI team can both contribute and share insights. Our Sales Enablement team will also take this content and host regular continuing education training sessions to keep our field teams up to date.
• Tools: I tend to default to google searches and use reputable resources like Forrester, Gartner, eMarketer, Forbes, etc.
• Communication: As well as the regular CE courses and Highspot 'Spot', another source, again managed by the CI team, is a weekly newsletter. We call it "5 Things". It's a weekly recap of the top 5 updates and competitive insights the CI team curates and publishes weekly to the entire company.

Q: What would you say is hindering positive and productive collaboration between product marketing and other teams in an organization that we should be avoiding or looking out for?

A: There have been a couple of sessions at the PMA conferences where individuals have stated "Product Marketing has a Branding Problem".This resonates - and probably why we all find ourselves here in the community! The function of a PMM is still evolving. This means we, as early adopters, need to over-communicate what we do and what value we bring to the table. Find what channels work to promote work, highlight new resources, and communicate to your sellers - regularly.

In terms of collaboration, I've found it best to never really say "no". You might have to say "Yes, and...[xyz] initiative might be postponed" to manage bandwidth and team priorities, but allow yourself and the team the time to work on cross-functional projects.

Jump into projects, sales deals, and product development cycles and find areas you can add value. This helps build partners and advocates in other areas of the organization that can help promote the role of PMM. While working on these projects, you're able to infuse various processes that are more traditional to a PMM like a GTM process.

Finally, allow yourself and your teammates to iterate but still publish. Don't hold your work back because it's not "perfect". Frankly, it never will be. Iterating quickly allows you to gain momentum and see the adoption of material. As you gather feedback, work to incorporate that feedback and re-publish.

Product storytelling

Product storytelling can benefit a PMM team ten-fold. After all, not only do stories share a real experience and instill authenticity, it also makes you and your brand unique, and solidifies the bond between you and your customer.

Elliott Rayner, Head of Product Marketing at Babbel , has refined the art of storytelling and answered questions on how to deliver an awesome narrative.

Q: In my experience, I’ve found it difficult to track the exact impact that storytelling has had, and the revenue it has generated. How do you go about aligning product storytelling with concrete metrics that can prove its purpose?

A: The truth is this will always be very difficult. It is similar to measuring the value of an organization's brand in the market.

This becomes easier in the digital industries. With performance marketing we can create two very different product campaign stories, A/B test them, and inevitably track the performance of each. This gives us very clear feedback on the stronger story and its actual value.

When it comes to proving the value of storytelling, it is no coincidence that the world's most successful and valuable brands also have the best brand and product storytelling.

A great resource here is Simon Sinek's Golden Circle. This shows that purpose-driven storytelling can completely change how a product is perceived.

Q: What have you found to be the most successful medium to tell your brand’s story? Blog posts, spoken presentations, or digital media? How big a part does this play in the success of your story?

A: Sometimes the way your story is delivered can be more important than the actual content.

There was a famous study on the effective communication of meaning and emotion. It concluded that effective communication is split by 7% of the actual use of words, 38% tone of voice, and 55% body language.

Of course, this is applied to public speaking or a presentation but I believe these patterns also apply to media and digital communication. We react differently to the same message depending on who delivers it and how they deliver it.

The most successful stories tap into that most basic human element. It's why so many brands have mascots, endorsers, or faces to the company. To humanize them and in doing so make the message more relatable and effective.

Another great trick here is to use the actual consumer, how many brands or product stories are told from the point of view of the user/consumer?

So, remember: keep in mind the 7:38:55 ratio whenever you are crafting a story.

Q: Every PMM knows that comprehensively understanding your audience is key to creating a believable and impactful story; do you have any tips for really stepping into the shoes of your customer and gathering those insights?

A: So much of a PMMs job should be spent directly on Insights. Internally studying your products and brand and externally with the market and your users. It's only with a deep understanding of all these areas that you can create a true product/market fit, and in doing so the perfect story to accompany it.

The best weapon here is creating really strong and well-defined User Personas . By grouping your users into segments it suddenly becomes a lot easier to create a more focused product story.

Q: In telling our personal story, consistency is next to godliness. We attack those who seem to tell different tales about themselves.

But is that honest of us? Personal stories are multi-faceted, sometimes incongruous, and frequently meandering. That’s life.

Can we give life to products with stories that reflect the human experience, and should products have one story with one message that motivates buyers, or can they have many angles that appeal to people in different ways?

A: This is a really interesting question. I think being honest about your inconsistency can also make you truly authentic.

A great example of this is sharing beta tests with your users before your product is ready for release. In this way you are saying to your users, we are not perfect, we need your help to take this further. That might feel inconsistent coming from a powerful brand voice, but it also feels human.

The most important thing to keep consistent is your tone of voice. It is ok to change our opinion, to admit mistakes, to change direction. As long as your tone of voice stays consistent. This is what consumers feel loyal to.

Q: We use storytelling to help bring our products and brands to life. To achieve this, one has to select a storyline that aligns with their company culture, values, goals, etc.

How do you go about creating a storyline that perfectly aligns with your company from your experience?

Employee advocacy plays a really important role in company storytelling, how do you go about promoting a culture that ensures that each employee tells the same company story and helps promote the brand?

I’m also keen to establish the key steps to follow if you want to create a long-standing storyline for a startup that’s hoping to appeal to a niche and new market category, and in your view, which brands or companies have nailed their brand storytelling?

Finally, what’s the best approach to take in your company storytelling if you want to appeal to Gen Z?

A: I’m a big fan of Patagonia. In the fashion industry, where so many of the voices sound the same, they took a huge risk in saying something different. Something completely radical: to not buy their products.

Their brand purpose of sustainability directly contradicted their business goals of maximizing sales.

This contradiction also presented an opportunity. The opportunity to say something that competitors couldn't. This not only gave them a unique voice in the market, but also a level of authenticity. Which is the secret to great storytelling.

The response? A sales increase of around 40%, which is conflicting, but impressive evidence for the value of authentic storytelling.

Q: In a saturated marketplace with a wide variety of competitors offering similar solutions, how best do you suggest the story should be told to stand out from the crowd?

A: The problem we have is that the modern consumer has a strong sense of authenticity. Why does Tesla suddenly care about my well-being? An emotional message from an unemotional brand feels strange. It feels the same as if a friend we have known our whole life, who has never shown any deep emotion, suddenly starts sending very deep emotional text messages to you. We would sense it as something strange, and it is the same with brands.

Instead of starting externally with the consumer, you need to start internally with the brand purpose. What makes us unique? What are we trying to achieve? And most importantly, why?

By building a story this way you will not only end up with something unique but hopefully, authentic. And those two things combined create great product stories.

Personas form the basis of your whole product marketing strategy; if you get them wrong, you could well fail to deliver what your customers want, and before you know it, your churn rates will increase.

Grace Kuo, Director of Product Marketing at Udemy for Business , answered questions on the topic from the PMM community.

Q: One thing I always struggle with is illustrating the success of our personas . How do you - or would you - recommend measuring the success of personas?

A: Great question! So before I get started on a Personas project, I always ask myself and the team, who are we developing these for, who will be using this data? By understanding who will be benefiting from this research, you are able not only to structure your project more effectively but also have an easier time measuring success.

I’ve put together personas for a few teams before, including Demand Gen, Product, and Sales.

Each of these will have distinct ways of measuring success. For example, Demand Gen, you can see if campaigns are reaching more of the target audience. By understanding your target persona better, in theory, your Demand Gen should have an easier time targeting your key buyers. You should (hopefully) see increases in click-through rates, CVR, quality leads, etc.

For Product, helping them understand the day-to-day challenges your target persona faces should help them build products that are aligned with customer needs.

Measuring success for this team is about providing more context and color to your users/buyers.

For Sales, I’ve experimented with the measurement of success through helping ADR/SDR scripts. Are they resonating? Do they have a better time targeting the right roles and is the talk track effective?

In general, I’d say to measure the success of personas, you should have an understanding of who will be leveraging the study, and also why/how they will be using it. This will lead to a more strategic framework for your Personas study construct.

Q: How often would you review your personas? And what are the tell-tale signs personas need a refresh?

A: As much as I would love to be proactive and create personas actively - sometimes there’s just never enough time, amirite? But with that being said, I make sure I am plugged into all the strategic discussions so that if any team feels like they don’t have a good grasp of who’s using our product and why - that’s a good indicator that it’s time for a refresh.

In addition to having alignment with the business, sometimes personas change. As your business model evolves or pivots, you might discover that you have an entirely new set of audiences that are integral to your growth.

For these instances, it is also a good idea to tap into these new personas so you can expand on the opportunity.

Some industries change quite often, i.e. the technical space, IT, retail...so if your buyer is in that space, you should revisit every year to make sure your information is still relevant. For other industries, your personas might not change as often, which means you don’t have to update it as often. The point here is having a pulse to market changes, which will also help determine when a refresh is needed.

Because of the current pandemic, many industries have been affected, so the day-to-day of our target personas has changed a bit. We’ve had to revisit and refresh our personas just to make sure we’re addressing the current reality with our audience.

Q: Who do you collaborate with when building personas, and what role do teams outside of product marketing play in ensuring the process runs smoothly?

A: I love this question because many times, Product Marketers try to do everything themselves, but in reality, persona studies should be a cross-functional exercise.

For one, I’d reach out to the teams that would benefit from these personas. Try to understand what gaps there currently are, so that when you build these personas, they will be valuable and benefit their line of work. Primarily, I’ve built personas for Marketing, Product, and Sales, so having a conversation with them beforehand is critical in making sure you’re asking the right questions and framing the study strategically and helpfully.

In my experience, I’ve also worked closely with our UX Researchers to conduct the study. Their expertise in putting together the research structure, question framing, interviews, etc. is invaluable. They are integral in the post-analysis as well - so that you can be confident you’re not misinterpreting any data.

After you put together the study framework, I would socialize with the key stakeholders from the teams I mentioned above, to ensure you’re answering the right questions (and see if there are additional ones worth adding.)Post-study, Personas should be something every team benefits from, so share away!

Q: Do your preferred methods vary at all, depending on whether you’re creating buyer or user personas , or do you consider the process to be more or less streamlined?

A: For the most part, most Personas study should feature: Qualitative studies (interviews), and Quantitative studies (surveys, research).

Within each of these studies, you can conduct observational research as well, but in general, I would say the construct shouldn’t change too much.

With that being said, the strategy and questions asked should be different - as you are trying to uncover different themes and pain points.

Q: What would you consider to be the most effective way to document your findings when creating personas?

A: Documentation is key! The most effective ways I've found:

• Presentation (PPT, G Slides): this makes it easy to circulate, present, and for people to reference.
• PDF: Having a well-designed findings doc gets your reader engaged and helps them find relevant information faster.

Don't create a long word doc of research findings, interview responses, etc. This will lose the attention of your reader FAST. Parse out what's important and the key takeaways.

Post your findings in a central Wiki or use it as part of the onboarding process so that it's useful and has visibility throughout the org!

Entering new markets

As businesses grow, there can be a necessity to expand into unfamiliar territory and enter new markets - suffice it to say, it isn’t necessarily a stroll in the park.

Vincent Xu, Android Product/Partnerships Marketing Lead, Asia-Pacific at Google , gave his advice to PMMs who may be considering a venture into the unknown.

Q: I've enjoyed small-scale, domestic success, but I'm keen to develop my business and enter the international market. What would be your main piece of advice for someone like myself who may be looking to upscale and venture into uncharted territory?

A: Congrats first of all on the domestic success - that’s an accomplishment in itself!

For expanding into international markets, I would approach this in three steps, at a high-level.

Firstly, determining your markets of expansion. At this stage, it’s critical to do a complete analysis and establish a framework for how you’d decide on the appropriate markets to expand into. You can approach this by asking yourself ‘what are the important ingredients for the success of my product in a particular market?’ For example, do you need markets to have a certain/optimal demographic breakdown (age/gender/income distribution)? Perhaps your product depends on internet access - is there enough online penetration in the markets you’re looking at? Etc.

Secondly, once you’ve decided on the markets you want to expand into, it’s time to do more focused groundwork on how you’d push your product in the market. Start with a comprehensive ‘lay of the land’ study - fully understand your target user personas (their needs, lifestyles, barriers to purchase, etc.), as well as what competitors in the space are doing. Use all the information and insights you gather at this stage to craft the marketing campaigns that’ll best resonate with users. One pro tip: make sure you fully localize your content; there may be cultural nuances that you’ll only be able to tease out if you roll up your sleeves and get into it (e.g., via in-depth user studies, conversations with locals).

Finally, it’s time to launch! Leverage all the groundwork you’ve done and start with a small-scale pilot to test product reception in the market. Even with a ton of previous groundwork, there are likely places you haven’t anticipated, and through the pilot test you’ll be able to learn, tweak, and finally scale (if the pilot is successful/once you’re happy with the results) to maximize your impact.

Q: I work for a company in a highly competitive market. Funnily enough, customers come to us after they've exhausted their efforts elsewhere. What's your advice for a product marketer looking to differentiate from the competition, while building trust with an audience that has been burned a few too many times?

A: To differentiate from competitors (without having any more details on your product, competitor landscape, etc.), I’d recommend at a high-level to do lots of digging (e.g., user research, competitor analysis) and find areas where you might have a competitive advantage (e.g., is your company more nimble/able to act faster? Do you have exclusive partnerships? Do you have access to resources competitors don’t?).

It seems as though if customers have exhausted their efforts with competitors and are now coming to you, this could be the perfect opportunity to differentiate. If I were you, I’d fully understand why customers have not been satisfied with their experiences with competitors (you can do so through in-depth interviews with these customers), and see if there are nuggets of insights that you can act on. For example, if users were not happy with the competitor company’s customer service experience, is this an area you can over-index on/over-invest in to leave a strong impression? This situation may also very well be the “perfect” opportunity to kill 2 birds with one stone - differentiate from competitors AND build trust with your new customers at the same time :).

Simultaneously, however, I would try to find out from the competitor company’s perspective. Using our earlier example, if a bad customer service experience led to losing customers, why did it happen in the first place? This is where it might get complicated; going off of the bad customer service example, if the competitor companies actually ran detailed calculations and intentionally chose to have subpar customer service to save the bottom-line, would this also apply for you? At the end of the day, if differentiation from competitors is difficult and results in a meaningful negative impact to the company (e.g., bottom-line, reputation), then innovations/solutions to the problem will be required. Take this problem-solving lens though and see where you get to -- approach it methodically, having as much information on hand as possible so that you can make the most informed decision possible.

Q: Could I get your advice on the Freemium business model for a B2B SaaS solution when expanding to new markets? What should the PM's role be in this?

A: To be honest, I haven’t worked with a freemium business model for B2B SaaS solutions before, but I could offer some general best practices/role of PM through the expansion.

Firstly, I’d recommend you do a complete ‘lay of the land’ exercise for markets you intend to expand into - what are other B2B companies with similar SaaS offerings doing? Is freemium common in the market you’re expanding into / would it even work? How should your freemium pricing model differ based on different local dynamics? Where is your freemium model competitive advantage vs. other B2B SaaS solutions? Etc.

In terms of the PM’s role here, I would say this depends heavily on the type of market you’re expanding into (e.g., mature vs. new, local user dynamics). For example, if users in your intended expansion market are looking for larger platforms (vs. single product services or entry points), the PM may need to build the product roadmap to fit this need. On the other hand, if users in the intended expansion market are not familiar with SaaS solutions, the PM and PMM may need to work together and invest time in user education to teach prospective customers how SaaS solutions differ from bespoke enterprise solutions (e.g., scale, frequency of updates, operations).

As a general best practice, the PM should always take an empathy-driven approach and fully understand the user needs, subsequently tweaking and building the product roadmaps based on this. Once there is enough understanding of the users and what the product roadmap will look like, it’s also critical for the PM and PMM to work together and determine metrics of success in the new market -- what KPIs make sense given local dynamics (e.g., besides sales, should you also track purchase intent or even just awareness for SaaS evergreen markets)?

Lastly, I think one trap many PMs fall into in the SaaS space is wanting to launch the “perfect” product, but it’s often much more conducive to create scrappy versions of the product, launch, learn, iterate, and repeat when entering new markets. Food for thought!

Q: I’ve always been an advocate for conducting thorough competitor intel, but in truth, I’m not equipped with a great budget as I prepare to enter a new market. Can you recommend methods I can use that are cost-effective yet still worthwhile?

A: I’m sure you’re not alone here! But also great on you for supporting competitor intel, in my opinion, it’s one of the most crucial aspects of successful marketing.

Here’s some advice I have on cost-effective ways to conduct competitor intel:1) Google search - I know this sounds cliche, but you wouldn’t believe the number of times I’ve just looked for publicly available reports on Google Search and used freely accessible stats (e.g., from Statista) as many of my analysis/presentations!2) Quick-n-dirty market studies - this could be something as simple as getting a group of your target users into a focus group and having an in-depth interview to hear their thoughts, preferences, etc. on competitor products. If you’re in the brick-n-mortar business, I’ve also seen folks go into competitor stores to assess foot traffic, product placement, etc.

Lastly, on this topic, I think there also services out there that allow you to pay a small fee to conduct surveys online (e.g., you’d pay like a small fee for every response you get) -- you should consider this too if you’re looking to get a quick sense of consumer sentiments. I’m sure there are more creative ways here as well.3) Subscriptions to data sources (e.g., for my role, I’m subscribed to sources like IDC / GSMA that provide data on digital accessibility), there may be basic/cheap membership options that suit your needs, and/or group subscriptions that significantly bring down the price.

Also, I know that Product Marketing Alliance has some great pieces/insights on competitor intel , so check those out too if you haven’t yet!

Q: Which factors should be taken into account when entering a new market in a different country? I've narrowed down prospective launch locations to two, but I’m wary of making the wrong choice.

A: Narrowing the launch locations to two is already a mighty feat, and well more than half the battle won!

For my recommendation, I’m going to assume that when you say “entering a new market in a different country,” you’re just talking about location (as opposed to entering both a new product industry AND a new geographical market).

As you decide between the two launch locations, I’d say the most important consideration would be the KPI/success metric. Even if we assume bottom-line revenue impact is the ultimate goal, there are several things you might be more tangibly trying to drive in the short/medium term, for example:

• Maximizing ROI (highest dollar in, dollar out ratio)
• Establishing brand presence
• Increasing product awareness/comprehension/purchase intent

“Each of these, along with many other potential short/medium-term goals, will have a different KPI or success metric, making one or the other location you’re considering better suited. If you’ve gone through all the thought processes/pre-analysis and still feel stuck, you could consider running a small pilot in both countries to assess success, and only after you see tangible market results decide on which of the 2 markets to “go big” and scale in.

Q: Do you have any suggestions on how I can source a reliable local partner as I prepare to enter a new market? I’m entering unfamiliar territory and I need someone I can trust!

A: I would recommend approaching this in 2 steps.

Firstly, cast your net wide and make note of all the potential companies/organizations you could partner with. Do this by fully understanding the market/local nuances, talk to other companies who’ve entered the market you’re trying to enter, and have established local partnerships (or, if that’s not possible, do a bit of digging via online / market research). Who are the other companies partnering with locally? How did they choose their partners? Are they satisfied with the partners? Would they do anything differently? What are the pros/cons of their current partners? Do they have recommendations/suggestions for partners you can work with for your particular needs?

Secondly, once you’ve created a comprehensive set of potential local partners, establish criteria for zooming in on your ideal partner -- e.g., cost, level of experience, peer reviews can all be a part of the criteria. You should be able to make a shortlist based on your established criteria (e.g., each of the options on the shortlist can technically work “on paper”), but make sure to follow-up with each of these shortlisted options with a real conversation (face to face if possible). At this point, it’s like an interview, use the conversation to suss out who you’d most enjoy working with, who would bring most to the table, etc.

Lastly - I’m sure this wouldn’t apply to you, but in general, one thing to note is that a partnership is a two-way street. Make sure that your company is also offering value to the partner in a meaningful way. Over-index on a fair relationship (e.g., avoid shortchanging/‘taking advantage’ tactics) an unequal partnership builds “bad blood” and never ends well, especially in a foreign market!

Q: What would your advice be for startups considering entry into such a diverse market like APAC? Would especially be interesting to hear how marketing campaigns have to adapt their messaging, look & feel to APAC markets.

I think the very first thing to keep in mind is the sheer diversity and amount of nuanced local dynamics among APAC markets - even those often grouped (e.g., Thailand and Vietnam are often categorized under the same “Southeast Asia” umbrella) may have vast underlying differences that only surface through extensive user research, in-depth interviews with local users, etc. There is rarely a “one size fits all” when it comes to crossing markets, especially one as diverse as those in APAC (in fact, the level of cultural and social differences even within the same market can be quite staggering at times).

As a tangible example of local nuances at work, consider one of my discoveries: after I started working extensively in the Korean market last year, it wasn’t until my 2nd or 3rd month that I realized Korean consumers aren’t familiar with the Android product (which is what I work on), as they mostly identify smartphones by just the brand (e.g., Samsung Galaxy vs. iPhones). This was a ‘mistake’ I could have easily avoided if I had invested more time up front to speak with local users in greater depth to tease out critical product insights!

All of this is to say that you should do your best to tease our nuances before entering your intended APAC market. Invest the time to conduct thorough research, deep-dive user interviews, comprehensive study of other campaigns in the market to assess what’s worked vs. didn’t work, etc. You certainly want to avoid coming off as tone-deaf during launch. Consider this tangible example of a marketing work I saw a while back that “missed” the mark - it was a video ad meant for Indian users that featured a western-style wedding (the western style wedding wasn’t an important part of the product storyline, and a ‘traditional’ Indian wedding could have been easily substituted). Probably not the best look!

It would be optimal if the start-up looking to enter new markets had employees on the ground/familiar with the local nuances to sense check marketing messages and creatives before launch; if that’s not possible, try instead to craft the marketing campaign with a local point-of-contact (e.g., establish a local partner or hire a local marketing agency to help with the review).

Q: I'm finding it difficult to break into a mature market. Do you have any suggestions or advice for PMMs such as myself on how to attract the attention of prospective customers who may already have an allegiance to a particular company or brand?

A: Specific methods to attract the attention of prospective customers with loyalty towards another brand already would depend on the product, country, and of course local insights (e.g., via deep-dive research to establish personas, segment users, uncover what drives brand loyalty for the product/market, how “sticky” consumers are).

However, on a more foundational level, here are a few ideas you can explore to capture the attention of prospective customers in mature markets:

1) Play with price -- there are various ways of using price to differentiate, depending on your product, industry, user base, etc. For example, while launching a cheaper product may help you stand out in utility-based products, setting premium prices (e.g., +20%) can be equally as beneficial in other sectors (e.g., Apple and MacBooks!).

Read up on price as a differentiating factor if you’re interested (I think the Harvard Business Review have quite a few papers on this), but in general there are multiple other creative, research-backed methods of leveraging price to differentiate (e.g., giving similar products the same price -- such as 99 cents for songs on iTunes, bundling services and laying out to users how much each component costs so there is no ambiguity on what they’re paying for -- such as upselling consumers on flights with a bundled care/food package).

2) Provide awards/promos - for example, fun awards/games users can get access to when they start using your product (Google Pay scratch cards are a great example of this) or create unique, attractive loyalty programs.3) Invest in partnerships -- are there other companies (could be from totally different industries) you can partner with that allow you to differentiate your product/messages to users? Think creatively (the Delta/Mezzetta Pizza one is my favorite!).

At the end of the day, I’d say the North Star is to anchor everything back on research/user insights -- what are user needs that are not being met fully by their current company or brand? What truly inspires your target users?

Q: What are the top 3 tips you have for efficient and effective B2B marketing, especially in entering new complex markets here in APAC / SEA?

A: My top 3 tips would be:

1) Understanding of the current state - you’ll see this as a general trend across many of my responses, but I can’t emphasize enough how important it is to fully understand the “lay of the land” before jumping into any type of marketing. What markets are you trying to enter, and what are the barriers to entry for each? Who are your competitors in the new markets (you can even tier them by most relevant, to somewhat relevant, to tangentially relevant), and what have they done in terms of marketing? What can you learn from your competitors, or “steal with pride”? Who are your target users, and what needs do they have (always take an empathy/user-first approach where possible)? How are your users fulfilling their needs now without your product, and what improvements / added benefit will your product provide? Etc.

2) Localize, localize, localize your marketing messages - no one size fits all, especially in across markets as dynamic and complex as those in APAC (e.g., while many countries are bucketed under “SEA,” the sheer amount of diversity and local nuance among countries like Thailand, Vietnam, Indonesia is staggering). To best localize your content, I’d highly recommend working on the marketing campaign with someone deeply familiar with local dynamics (could be an employee or local agency), to make sure your marketing messages are tailored and 1) are not tone-deaf to local cultural/social nuances, and 2) resonate with local users’ needs/preferences.

3) Employee considerations - I think B2B, in general, requires a lot of on-ground support (whether this entails meeting with large customer clients or visiting mom-n-pop shops as part of small business initiatives), and trying to break into complex markets like Indonesia or Thailand from, say, the US without on-ground support will be tough. Additionally, given how intrinsically tied B2B marketing is with sales and customer engagement, having employees who fully understand and can work within this dynamic (e.g., marketers with previous experience in Sales or Business Development) may be helpful (although not necessary).”

Q: We are planning to launch our product in three different markets in 2021. What's the best way to ensure that I stay on top of all these three entries? What are the top three contacts I need to establish in these three markets to help us position the product successfully?

A: Congrats on the prospective launches -- amazing news!

To stay on top of your launches in the different markets, I have two tangible pieces of advice (that I try to incorporate in my day-to-day):1) Read, read, read - I spend at least 30 minutes every morning reading through the latest news across my markets to fully familiarize myself with what’s going on. I often use Economic Times, Tech in Asia, Tech Crunch, and Financial Times, but if you don’t have subs to these you can just do a quick search on Google News (feel free to play around with the latter, I think it even allows you to set up alerts based on keywords), but yeah as you’re going through the news, actively think about whether any pieces of it might be relevant for your products/launches.

Bonus: as I’m going through news, if I find anything that I think can be beneficial to any of my teammates, I would send it across to them (and they would do the same for me) - this not only builds collaborative culture within the team but with so many eyes and ears, it also greatly reduces the chances of you missing any critical pieces of news that’s relevant for your products.2) Set up a review/analysis framework to assess how the launches are performing, e.g., if you’re primarily focused on sales, set up a time every day (or week, whatever the cadence for you) to check on progress (perhaps create an Excel spreadsheet where everything is tracked in one place). Actively think about how the launch performance is laddering up to your expectations - for example, is it on track to hit the KPI? If not, why not? Assess any problems that come up as soon as you can so you can learn, tweak, and apply changes to maximize product performance/impact. You don’t have to do this yourself - as soon as you see a “problem area,” set up a meeting with your manager or stakeholders, get into a room, and problem-solve together! Collaboration and collective brainstorming always leads to richer and more diverse insights/solutions.

On your second question, I’m not completely sure what you mean by contacts (also, who you contact would depend heavily on your location, industry, etc.). However, I do think it’s very beneficial to have on-ground employees that can help with the product launches (e.g., helping you to localize the campaign and track success/progress), but if that’s not available, establishing strong local partnerships to help you navigate local dynamics and nuances.

Q: What are the most effective methods for conducting consumer research when entering new markets?

A: I think that if you can afford it, I’d strongly recommend partnering up with a dedicated research agency (e.g., Kantar, Ipsos) to do a market deep-dive and fully understand your consumers. They’re experts in consumer research and can provide a lot of guidance in terms of the consumers to deep-dive on, use of qual vs. quant research methods, segmentation studies, etc. that best fit a local market’s nuances.

If this is not possible (e.g., given cost, resource constraints), I listed a few ‘scrappy’ options in response to a question above - feel free to take a look!

Q: What are some of the most profound challenges you’ve faced when entering new markets? How did you overcome these obstacles?

A: I think my biggest challenge came when I first moved to APAC 2.5 years ago to work on the local markets here. Coming from a US-centric position back in Google San Francisco (and not having lived in APAC for the past 20 years), there was a ton of ramping up to do in terms of understanding all the local dynamics and nuances. Shortly after my move, I was thrown into a major launch for our India market and felt like I was drinking from the firehose, with an exponential learning curve.

To ramp up as fast as I could, I think a few things helped, and I’d recommend anybody in similar shoes as myself do if possible:1) Conduct deep-dive user research - I worked directly with a local research agency to conduct deep-dives on personas, user dynamics, user needs/preferences, etc. Always, always start with understanding exactly who your users are!2) Visit the local market - no matter how much research/paperwork you do, nothing beats spending a good few weeks in the market and completely immersing yourself in the local culture. I was fortunate enough to have had this opportunity as part of my work, meeting face-to-face with local partners/users to build a more robust foundation of user-based empathy and understanding.3) Frequent communication with on-ground marketers - I over-indexed on communicating frequently with our local India marketers and business development teams (multiple meetings per week), sought their feedback/perspective on every piece of creativity before going into the market, etc.

This greatly helped me better understand the local nuances, and, after a few months in, I was able to discern for the most part what might “work” vs. “not work” in the market - all thanks to the local team’s guidance and time investment in helping me ramp up! Note that familiarizing yourself with a market is not a “one and done” type ordeal - it takes months of back-and-forth, drinking from the firehose, and getting your feet wet to begin getting the hang of it, particularly in complex, context-rich markets like those in APAC.

Using consumer insights

Insights sourced directly from your consumer are worth their weight in gold. But what’s the point in having them at your fingertips if you’re not going to incorporate them into your upcoming strategies?

Aashima Praveen, Senior Product Marketing Manager at Bumble , explained how translating consumer insights data into concrete strategies can drive above-market growth.

Q: I'm in the preliminary stages of putting together a new strategy for 2021, but before I do so, I'm keen to understand your preferred methods for gathering consumer insights? I don't want to rely on guesswork, I'd like to be guided by cold, hard facts. Thanks so much.

A: Different organizations have different ways of collecting insights based on various factors such as available resources, the maturity of the product, and organizational goals.

In my case, there are a few really good methods that have helped me get brilliant insights in the past:

Product behavioral data: This is unequivocally the best way to get a sense of how users are driving value from your product. Funnel conversion rates, deep dive on users profiles to identify feature adoption behavior, engaged users/ total users are great metrics to understand what is going on at the macro level and develop a hypothesis.

Quantitative Surveys: Quantitative surveys are very popular and for good reason. It is the easiest way to get some qualitative insight while keeping a large enough sample size to ensure that the insight/problem is representative of what our customers believe in. You can use surveys to engage with the existing user base or use industry tools out there to get feedback from the potential target audience who are not customers yet. I prefer to have these rolled out regularly to capture the trend in responses, impact of campaigns over time.

Qualitative Research/User Interviews: This one is the most in-depth and perhaps the best way to truly get a pulse of the customer. What are their motivations, needs, and desires? This helps you really deep dive into their backgrounds and purchase decisions. These interviews don't scale effectively, and always need a quant survey overlay to ensure what's being captured is representative of the audience and not the view of an individual.

Lastly, research-led insights should always be corroborated with usability testing/in product behavior to not fall into the trap of blindly following what the user is "say they do" vs what they actually "do". More often than not, they're contradictory.

Q: The benefits of both qualitative and quantitative data have been well documented. But from your perspective, what’s the most effective way to utilize both types of data to understand consumer insights and form a well-rounded strategy? Do you have times when you favor one, over another?

A: A very valid question, which seems to be a mystery for all of us product marketers.

So I am going to be a bit controversial here, and say we should NEVER look at quantitative and qualitative data in isolation to come up with an insight.

Both offer very different kinds of insights. I love the relevant and authentic framework (visualize a Venn diagram and an intersection). In other words, true insight lives in the intersection of what's relevant and authentic to your target audience. Qualitative data, gained through interviews, etc., provides the relevance of their experience and quantitative data supports the authenticity of that insight (enough number of users feel a certain way).

So the question is never about choosing which one but how do we layer on the feedback from each of these methods to come up with an actionable robust insight to build our marketing strategy on.

Q: How regularly would you recommend a product marketing team reviews their customer insights and potentially introduces a revised strategy? I imagine in such versatile markets, some company’s plans can be susceptible to becoming stagnant?

A: Ah, I am not sure if there is a one size fits all kind of answer for this. It truly depends on the pace at which your business needs/consumer preferences are changing.

I have been in more dynamic organizations where business planning was done every quarter and hence it was important for us to review our insights as part of our quarterly strategy reviews. And then adjust our plan/spend for the next quarter based on that. In fact, in one of my roles, I was going through the NPS and customer feedback every week to check on any declining trends as we were in the middle of a big PR crisis.

So I would recommend using your company's business planning cycle as a proxy to review insights and introduce a revised strategy. There could be two triggers for this:

1. Time-based review: 3 months, 6 months, or a year based on the company. This also helps in cross-functional alignment when you do come up with a new strategy and want to be rolled out as everyone else is also rethinking their plans.

2. Event-based review: This happens in case of unforeseen events/situations. Good examples would be a pandemic, or sharp drop in market share, or company acquisition. All these big events could have a significant impact on business operations/strategy and should be a trigger point where all existing insights are reviewed irrespective of time.

Q: Which areas do you and the product marketing team at Bumble prioritize when you’re collecting customer insights?

A: The online dating industry is one of few industries where I believe apps have a very deep relationship with their customers. To this extent, we have to be very careful of the user experience that we deliver as it goes on to impact how a person feels about themselves and relates with other people.

So at Bumble, we have to be close to the user to have a pulse on the behaviors we are encouraging and the overall experience of the customer. For us to be able to build a safe way for women to find meaningful connections, we prioritize deep diving on:

• User experience and behaviors on the platform,
• Emotional Barriers and motivators of our users to find a connection, and
• Perceptions/Affinity around online dating as a category and Bumble as a brand.

Q: What are some of the barriers you’ve faced as a product marketer when it comes to maximizing the true value of your customer insights?

A: Oh man, I have faced so many barriers! But rather than sharing my sob story, I'll just share a couple of barriers that I feel have been the most challenging for me.

When data contradicts your qual insights - This perhaps is single-handedly the biggest barrier (and also a truth checker) for insights. Let's say we get some feedback from users that their primary pain point with dating apps is the lack of enough personal information on the profile page. We share that with the product team and their data shows that most users swipe left/right on the first picture itself and never scroll down to see more information rendering the insight useless! Users are irrational and their behavior is contradictory - hence I always believe in testing and experimenting to validate insights before actioning them.

Defining a unified marketing strategy with diverse local insights - This is tough with a not so straightforward answer. How do we find a global insight and inform a marketing strategy when user behaviors are so different based on cultural contexts? Every market can have different pain points and consumer preferences. What I try to do here is find key trends/themes in insights across markets that could be prioritized for global strategy but this is always a complex one to field.

Internal advocacy with cross-functional stakeholders - Given product marketing is a highly cross-functional role, we rely heavily on multiple other teams for execution. Unfortunately, sometimes it happens that even after great work, these insights just sit in a folder somewhere are forgotten about. Typically this happens because the teams who have to act upon its product, channel marketing, sales don't necessarily have a clear view on what needs to be done or don't have the agency to make decisions. I always suggest aligning on the project scope and outcomes with all stakeholders before kicking off any kind of insight work to minimize these situations.

Q: When entering new market segments what other sources can I use to gather more consumer insights combined with the feedback received from our sales team and initial market research?

A: Sharing some good methods that have helped me get brilliant insights in the past especially when venturing into uncharted waters:

Behavioral data from existing segments: Use your current segments as a starting point. This is the best way to get a sense of how your current users are driving value from your product. Funnel conversion rates, deep dive on users profiles to identify feature adoption behavior, engaged users/ total users, platform activity are great indicators to understand what is going on at the macro level and develop a hypothesis on how these existing segments might be similar or different from the new segment that you're trying to break into.

Quantitative surveys with potential customers: Quant surveys are very popular and for good reason. It is the easiest way to get some qualitative insight while keeping a large enough sample size to ensure that the insight/problem is representative of what our customers believe in. You can use various industry tools such as pollfish etc. out there to get feedback from potential target audiences who are not customers yet. I prefer to have these rolled out regularly to capture the trend in responses, map out feedback over time.

Competitive research analysis: Truly deep dive into competitor solutions and how the customers are responding to that. This could be done by combing through online community forums, Trustpilot in case of an app, social media, and helps in identifying gaps in existing solutions/potential opportunities. How is the new segment reacting to competitor's products? What kind of social media sentiment is around them. What are themes emerging out of customer support issues being flagged on social media/community forums?

A lot of this information is publicly available and can be easily accessed.

Q: What are the best ways of presenting consumer insights to top executives to always get their buy-in? This will lead to the execution of set product strategies. I am currently using PowerPoint presentations but I’d like to use more immersive ways to get them to feel the customers’ pain points.

A: This is a super interesting one. My view on leadership is that they connect well with things that are on wide ends of the spectrum as they have limited knowledge of day-to-day operations.

So, something that has worked for me is to be able to share hard facts/data or impact on users (show how big the problem is) which leadership members can validate through their own experience with the product to understand why. Meaning you should share both quant and qual when sharing insights. For example, something like that your product is facing high user churn rates because of poor experience with customer support. With this insight, leadership would get both the quant data (which helps them see the size of the problem) and qual because they can try and reach customer support personally and see how frustrating it is!

Here are some methods that I use to get them to understand the experience/insight:

Imbed short 20-30 sec videos of key customer insights/feedback in your presentations - put a real face to those problems and humanize it rather than making it a laundry list. Leadership will always be intrigued by this as they're so far away from everyday ops. Prioritize sharing customers/user groups (enterprise clients, premium or high paying customers) whose voice is valued by leadership.

Testimonial bubbles to share anecdotes - this is a great way to share specific/interesting feedback from customers which highlights a contrary point of view but might not be immediately applicable/in line with the overall strategy.

Word cloud for all pain points - this is a very powerful way to show the key themes and feelings emerging out of customer surveys/feedback. This supports credibility too as the leadership can validate themes themselves and not feel that you're trying to force your insights onto them.

Q: How do the product marketing team at Bumble work with other teams when devising relevant pathways to transform research into tangible results and strategies? Am I right in thinking this process doesn't fall exclusively at the feet of the product marketing team?

A: You're bang on here! Building a robust customer insight is not possible just by the product marketing team. The richness of the insight is directly correlated with the number of perspectives that shaped the insight in the first place.

It's typically the PMs or the PMMs who might identify a problem or want to test an insight. Before actually diving into research the PM and PMMs will get into a hypothesis phase where we would try to come up with multiple explanations based on data, previous research, or market landscape. Based on this discovery exercise, we identify the exact hypotheses and gaps that we want to cover with primary research.

This is when we brief our killer research team! At Bumble, we have a very strong internal research team that is responsible for conducting all kinds of user and market research. User research looks from a product thinking perspective and market research supports from a brand/competitive view. A lot of projects cut across both kinds of research but some may be exclusive to product or marketing.

The research team will come up with the best plan to test a hypothesis/explore a question. Based on the scope of the project, there are various teams such as customer support, brand, marketing, sales, etc that input into the research brief and collaborate on the insight extraction sessions to ensure we are looking at the problem/solutions from all perspectives.

Building a marchitecture

Plenty of product marketers have plans of building a marchitecture of their own.

That said, many PMMs will testify that the process is far from easy. Ali Hanyaloglu, Head of Global Product Marketing at Akeneo , an expert in the area, dished up a serving of magic sauce and gave his top tips.

Q: How do you define 'marchitecture'? Why is it gaining importance?

A: I have seen a few different definitions for "marchitecture" or "marketecture" depending on who you ask. Frankly, I don't agree with many of them. It's not the abstract, marketing-friendly of an architecture - that's both over-simplified and somewhat patronizing.

My definition of a marchitecture is that it's a visual representation that can explain what you do, how you do it, and for whom, and inspire the viewer with WHY you are doing it.

Why is it gaining importance?

Decision-makers are overwhelmed with information and marketing blurbs and sales pitches. And each one is beginning to sound like the other. And those decision-makers have less time on their schedules to have to sit down through a long presentation with slide after slide of text and numbers. A marchitecture is a great tool to be able to quickly, or in length, explain who you are in a way that is easier to digest and remember for the decision-maker.

Q: After researching into the area, a marchitecture was referred to as a process "purely used for marketing purposes to mask weaknesses within a company.”

Can you provide benefits and examples of instances whereby the model is indispensable, and far more than a mere marketing exercise, as some of the skeptics may suggest?

A: Ouch! I would never describe things that way, and if someone was using a marchitecture for that purpose they have other problems!

A great example of a widely-used marchitecture is from Salesforce . You have probably seen it before. In one beautifully designed image you see the platform architecture, the applications built on it, and the use cases it was created for. It includes key parts of their technical architecture (i.e. CRM Data, Lightning), lots of things that aren't products per se but concepts (i.e. Einstein), products (Sales Cloud), and use cases (service, etc).

It is used in many different places and versions to explain what Salesforce does and why they are an ecosystem unto itself. It's super powerful, indispensable to Salesforce, their partners, and customers, and much more than a marketing exercise, as it's used in a technical architecture context.

Q: How do you evangelize this with non-marketing stakeholders? In most cases, there are existing ideas on marchitecture, for example within the PM team. Aka, you're in a "brownfield" project.

A: Great question! Been there, done that, got the t-shirt.

Firstly, this is something that you MUST get your company leadership behind. A marchitecture is essentially a visualization of how they talk about their company, their products, and their vision, and how everyone else should be talking about it too. I am very proud of the work a group of us at Criteo did on a marchitecture and where it was used. But when the top leadership changed, the idea died very quickly when they weren't supportive of the story behind it.

Secondly, get all of your key stakeholder’s input. Product marketing is said to sit at the nexus of product, sales, customers, and marketing. So leaders from each should have a say. And each one has a pain point with how the company offerings and the story is told - whether that's sellers getting stuck explaining what makes your company unique, or marketers stuck on only wanting to market features. Start with that and how the marchitecture can be a way to address all those consistently and compellingly.

Q: Tactical Q: outside of PowerPoint, what tools have you used for this?

A: Good ole pen and paper! Seriously!

Also, create a mind map, and use some kind of digital whiteboarding tool that has some sharing or collaboration features, like Miro or Microsoft Whiteboard. Then, test it over and over again!

Q: As well as marchitecture, I've also come across the term 'tarchitecture', but I can't figure out what it is, and how the two differ?

A: I had to look that one up: turns out it's "technical architecture". Someone just wanted their old technical architecture diagrams to have a cool name like the marketing people got to use! 😁

To me, a tarchitecture is what we typically think of as a technical diagram used and loved by developers, architects, and IT folks. You've seen them before: the classic stack diagram used by every IBM and Oracle rep for decades, or maybe the left-right data flow diagram; it intends to show how your product or solution works behind the scenes and what pieces make up that solution. It’s very hard to build, but easy to diagram.

A marchitecture is more of a story-telling device. In addition to some things from the tarchitecture, it can also explain why you do something and for whom. I am currently working on a marchitecture, and without giving too much away, it also captures the people and process involved in addition to the technology. This is much harder to visualize than a tarchitecture.

Q: How can I identify hidden yet relevant differentiators to elevate my offering above my competitors'? In your experience, what’s the most effective way to demonstrate these features to prospective buyers?

A: There are lots of things to think about here, but here are a couple of pointers for you:

First of all, you need to make sure your differentiators are truly unique: is it something that only you can claim, could a 3rd-party verify that, and is it of value to the customer? Check all three and you have something that - for now - will be relevant.

Concerning demonstrating them, your goal should be to get an existing customer to validate those differentiators. We all want the customer testimonial that says ‘we had this problem before, and company x's product y was the only way to solve it.’ No-one buys bold claims from vendors anymore unless there is solid proof.

Q: What’s the main obstacle you’ve previously faced when building a marchitecture? How did you overcome this challenge, and what measures did you put in place to avoid a repeat in future practice?

A: Fantastic question. I think my biggest challenge has been to avoid trying to capture everything in a marchitecture. It is very tempting to react to ‘well what about this offering, or what about this use case?’

A marchitecture needs to be beautifully simple but all-encompassing if that makes sense? Or, it needs to be just enough to tell your story, help you stand out, and trigger responses where the viewer wants you to double-click down into details.“Another challenge? Try not to make it just about you and your company. But that's what we product marketers are here for, am I right?

Q: When you’re building a marchitecture, how should silos be broken down to ensure the company reaps the benefits of the process?

A: Developing a marchitecture must be an inclusive and iterative process. Everyone from the CEO down should feel like they are a part of this, and probably more than once.

Don't land on a marchitecture based on consensus - it will be diluted, never finished, or both! Just bring in leaders from each of the key stakeholder groups - and that includes external parties like partners, analysts, and customers. And each time you meet with them, paint a picture of how they could use and benefit from the marchitecture: a customer success manager can use it to help bring awareness to an existing customer of what else you do in the context of what they have today, for example.

Q: What would your main piece of advice be to a PMM who’s new to building a marchitecture and beginning the process for the first time? I don’t want to make any silly mistakes that can be avoided!

A: Great question! A couple of starting points:

Identify what challenges customer-facing teams, including marketing, have with describing your company's offerings and positioning. For example, maybe they can talk about your main product just fine but struggle with explaining how you are part of a broader ecosystem.

Also, try giving an elevator pitch on your company using nothing more than a pen and paper/whiteboard. You will quickly realize where things can be simplified or filled in.

Q: Do you have any recommendations for how to gain alignment with product teams who are thinking about the product architecture instead of the marchitecture?

A: Ah yes, the techie product manager. Ignore them. Just kidding!

What I find is if you bring in the people and process into the architecture, then it's not just a simple tech diagram. They aren't building tech for the sake of building tech: there are people involved, there are workflows and processes, not all of which your company's products are even a part of but still matter.

And bring in business needs and impact into that marchitecture too. I suggest starting your marchitecture right there, in the center of the visualization.

They will quickly realize the difference between a marchitecture vs a tarchitecture, why it's needed, and why product marketing is best suited to build these. But do include them still.

Q: What would you consider requisite elements when building an effective marchitecture strategy?

A: So, I don't consider a marchitecture a strategy. Remember, it is a tool. A powerful one at that, if done and adopted well.

But to answer your question about strategies to take when embarking on a marchitecture project, I suggest the following:

Start with a specific business need in mind. For example, will this be used as a tool to enable sellers to give more compelling and relevant pitches to higher levels in the target customer accounts? Or will it be used as a visual to describe new offerings that will be launched for analyst briefings. This way you aren't trying to boil the ocean, nor will it be just seen as a pointless marketing exercise!

Don't go in with a specific layout or design in mind. I have been working on a new marchitecture and I started with the classic stack diagram. I got stuck very quickly! Instead, I started just putting key points and concepts in a notepad and on sticky notes. From that, I could organize and rearrange concepts until I had a connection between them that made story-telling sense. All I will say is that the new marchitecture I am working on is far from a typical stack diagram!

Q: How do you allocate roles and responsibilities among a team during the marchitecture phase? Do you have a go-to process for identifying areas where your team members can best contribute to the overall strategy? I’d like to be sure I’m utilizing everyone’s skills to the max.

A: Having been through this a few times now I have to say that building a marchitecture is something that should be done at the highest levels of the organization as possible, especially if your marchitecture is something that is going to represent your company, its offerings and beyond. This is something that you should be confident that your CEO could present to the board, key investors, or your biggest customers. Having too many people involved risks diluting your story or delaying its release.

Having said that, your team should be part of this. Each product marketer should be able to take the marchitecture and tell the story with it in entirety, or how it relates to their areas of coverage. The marchitecture should also incorporate things like people and process, and your PMM team will know aspects and nuances that could be a part of the story.

Treat the marchitecture as something that will be used by each of our direct stakeholders.

And there you have it. Proof there's really no such thing as a silly question!

Got a question to ask of your own? Check out our upcoming AMAs , in which PMM experts answer questions on a key topic. Simply visit the upcoming event , submit your question, and get expert feedback.

Alternatively, our Slack community is home to thousands of PMMs ready to assist with any queries you may have.

The best bit? Both are absolutely free.

No questions asked. 😉

Product marketing insider

Thank you for subscribing

Level up your product marketing career & network with product marketing experts.

An email has been successfully sent to confirm your subscription.

Ops! Something went wrong!

• Media Guide
• Ambassadors
• Privacy Policy
• Terms of Service
• Help Centre
• PMM Certification

Unsupported browser

This site was designed for modern browsers and tested with Internet Explorer version 10 and later.

It may not look or work correctly on your browser.

How to Process Customer Questions During a Sales Presentation

Questions from customers during sales presentations are an essential part of the closing process. A question from a customer indicates that the customer has interest in your product and opens the door to begin closing the sale. However, a barrage of questions throughout your sales presentation could be a recipe for disaster if you don’t know how to react.

The way in which customers ask questions throughout your presentation will let you know whether or not your presentation is interesting and if you have structured it properly. If the audience is riveted to your every word, then it will only ask questions when prompted. If the audience is bored and disinterested, then it will ask questions whenever it wants. 

A presentation that flows properly will open up naturally to question and answer periods throughout the presentation. It takes years to perfect that kind of proper flow, but it is well worth investing your time into improving your sales presentations. 

You can incrementally improve by using customer questions to make critical changes to the information you present. Questions are great feedback for improving your next presentation, but you should also know how to process questions on the spot, and turn that customer interest into a sales order. 

The ability to properly process and answer customer questions during a presentation is something that will become second nature to you after a while. Practice fielding questions during your presentations. By having a colleague or friend interrupt you with questions, you can learn how to evaluate each question and then answer it while still keeping the momentum of your presentation moving forward. 

Processing questions during your sales presentation is not an easy skill to develop, but it is a critical part of closing sales.

Setting Up the Presentation to Allow for Questions

Prior to starting your presentation, you should announce to the entire audience that there will be moments in the presentation where questions can be asked. You would appreciate it if all questions were held until those moments. If you are using a slideshow of any kind, then a slide that indicates that the floor is open to questions is always helpful.

Every sales professional should strive for a presentation that has natural question and answer periods built-in. The flow of the presentation should indicate to your audience when it is appropriate to ask questions and when it is not. Some of the most common reasons why audiences ask questions when they shouldn’t are:

• You presented too much new information and the questions just build up like water behind a dam. At some point, the dam will break if the pressure is not released.
• You put too much technical information in your presentation and now no one knows what you are talking about.
• You changed topics without a transition that felt comfortable to the audience.
• You ended an important segment of your presentation without allowing for questions.
• You talked too fast.
• You did not have enough visual material supporting your presentation.

Part of practicing and honing your presentation is developing a flow to the information that makes question and answer periods just feel like they belong in certain spots. When you feel it and your audience feels it, then your presentation will go a lot better and your audience will be more interested in what you have to say.

Encourage Customers to Take Notes

You cannot answer a customer’s question if you have no idea what the customer is talking about. Prior to getting started with your presentation, you should encourage customers to take notes and then ask questions at the appropriate times. This also helps audience members to have accurate information when they ask questions, which allows you to give a complete answer.

This is an excellent time to distribute promotional pens and pads of paper that your customers can take with them after the presentation is over. The more information you can give your customers about your product and your company, the more interested they will be in what you have to offer.

The Importance of Questions to a Sales Presentation

I once had a series of presentations I was giving to customers in a pretty tight geographic region. It was a schedule of six presentations over eight days, and I felt that I was ready for them. At the very first presentation, an audience member blurted out a question about something I had just said in regards to product functionality. I reminded the audience members that there will be time for questions throughout the presentation and then requested that they wait for the question period.

The next two presentations saw audiences blurt out almost the identical question at the same spot in the presentation. By the time the fourth presentation came around, I had adjusted my delivery to answer the question before it was asked. It worked and I wound up closing four of the six presentations.

Questions during presentations are critical to helping you develop your approach into something successful. You should consider questions during your presentation to be immediate feedback and you should use that feedback to create a presentation that flows smoother and moves the audience closer to buying.

The Proper Place for Questions in Your Presentation

It is hard to pick a definite place in each presentation where questions should be asked because each presentation and sales professional is different. Once you become really proficient at sales presentations, you should be able to pace your presentations in such a way that the audience will know when it's time to ask questions. But you cannot always rely on that, so you should have a plan in place.

The best place to allow for questions is after introducing each new feature or fact about your product or service. It can seem like a lot of stopping during the presentation, but it is extremely effective when done properly. Introduce the information in a smooth manner and then ask if there are any questions. After a while, your audience will start to understand when questions are appropriate and you will be able to maintain your pace while still fielding all questions.

Fielding Persistently Annoying Questions

In every single sales presentation I have ever given, there is always that one person who has to ask questions every time I say something. In some instances, this audience member really does want to learn more about your product. But there are those audience members that like to hear the sound of their own voices and persistently ask nonsensical questions.

So what do you do? My approach varies depending on the intent of the questions and how often I was interrupted. If I feel that the audience member is genuinely trying to learn more about my product, then I answer his questions quickly and move on. If the audience member is actually interested in learning, then answering his question will quiet him down and actually move the audience closer to buying my product.

But you will come across the audience members that want to argue about every little thing and take your presentation way off course. You cannot allow that to happen. I have found  —  in every instance  —  that these troublemakers generally get quieted by the audience. What I used to do with arguing audience members was stop my presentation, sit down next to the conference table, and then let the audience member know that I would continue when he is ready.

When you shine the spotlight on troublemakers, they tend to quiet down. However, I would not recommend that tactic to everyone. In some instances, I broke the flow of my presentation and probably lost the sale because of it. Often, the best approach to take is to indicate that you would like to finish what you are saying before you take any questions and let the audience quiet the troublemaker down.

I have had troublemakers removed from my presentations, but not at my request. If you have a solid presentation that the audience wants to hear, then they will remove any obstacles to a smooth presentation for you.

How to Avoid Going Off Topic

I would constantly get questions that could have steered my entire presentation way off course and lost me a sale. The simple way to avoid going off topic is to use this phrase every time an audience member asks a question that is not pertinent to your presentation: “That is a great question and I may have an answer for you. If you approach me after the presentation, I would be more than happy to discuss that question with you.”

It seems simple to say, but it always worked. If they insisted, I would just reiterate that I would be more than happy to discuss it with them after the presentation. Once again, the audience itself will police this situation if your presentation is compelling.

Processing and Answering Questions Quickly and Effectively

If you do not know your product inside and out, then you are not ready to give an effective sales presentation. When customers ask a question, they expect a quick and accurate answer. The best way to answer questions quickly and effectively is to make eye contact with the audience member who asked the question, answer the question, ask if that answer is acceptable, and then move on.

If the answer is not acceptable, then ask why. I have found, more often than not, that asking why an answer is unacceptable elicits the response that the answer is actually acceptable. Once again, some people just like to hear the sound of their own voice.

If you do not know the answer to a question, admit that you are not sure and then ask the audience member to speak with you after the presentation. When the presentation is over, write down the audience member’s question and his contact information. You then must get an answer back to him with 24 hours if you want to retain your credibility.

After you have presented on a topic often enough, audiences will run out of questions that you do not know the answer to because you will have used each question as a learning experience to improve each delivery. If you have two consecutive presentations where you have to admit that you do not know the answer to the same question, then you are failing as a sales professional.

Answering Questions Before They Are Asked

Your sales presentations are constantly evolving and developing based on your real world experiences. By the time you get to the fourth or fifth delivery of the same presentation, you pretty much know all of the questions you will be asked. Should you alter your presentation to answer those questions? Yes you should. But you should also alter your handout materials as well.

One of the most effective ways I found to answer questions before they are asked is to have a Frequently Asked Questions section of my presentation handouts. I found that, even though I said the information in the presentation, there will still be audience members who will ask the question. The best way to head them off is to point out the FAQ section in the handouts prior to starting the presentation and hope that they look there before raising their hands.

If a customer asks a question that is in the FAQ, do not embarrass the customer. Instead, answer the question and then refer the audience to the FAQ again. After a while, the questions will stop.

How Questions Can Improve Your Presentation

The questions that audience members ask during your presentation are critical to developing effective sales materials. If your presentation is not getting its point across, then you will be able to tell based on the questions you get. 

I used to write down every question I would get during a presentation and then revise my presentation based on the questions. Not only did my presentations become smoother and more successful, but I also learned a lot about my product as well. This made it easier for me to answer the more detailed questions I would get and avoid the “ I don’t know ” answers that kill a sales professional’s credibility.

Never look at audience questions as interruptions or invitations to an argument. In most cases, your audience members have legitimate questions that you need to answer before you can close the sale. But if you know how to process and use questions that come up during your sales presentation, then you can eliminate many of those questions in future presentations and pave the way to getting a signed purchase order.

Graphic Credit:  Presentation designed by  Alexander Bickov  from the  Noun Project .  Question designed by  Martin Delin  from the  Noun Project .

What is a Product Demonstration - Types, Benefits, Tips

Table of Contents

Product demonstrations are the heartbeat of SaaS sales. They bridge the gap between product features and customer needs, turning curiosity into conviction.

Whether you're a startup or an established player, mastering the art of product demos can significantly boost your conversion rates and accelerate growth.

This guide will walk you through everything you need to know about crafting compelling product demonstrations that resonate with your audience and drive results.

What is a Product Demonstration?

A product demonstration is a focused presentation that showcases a product's key features, benefits, and applications. It's a vital tool in sales and marketing, designed to:

• Highlight the product's value
• Illustrate its practical uses
• Address potential customer needs

Product demos can take various forms:

• Live presentations
• Interactive product demos
• Pre-recorded videos

The primary goal is to give potential customers a clear understanding of how the product works and why it's worth their investment. Whether it's software, hardware, or a service, a well-executed demo can significantly influence purchasing decisions.

Modern, effective product demonstrations go beyond mere descriptions. They provide hands-on experiences or visual representations that allow the audience to envision how the product could solve their specific problems or improve their processes.

Benefits of Conducting Product Demonstrations

Let's take a detailed look at the benefits of product demonstrations and why you should focus on creating the perfect product demos:

1. Accelerates sales processes

Product demonstrations serve as a powerful catalyst in the sales process, significantly accelerating the journey from initial interest to final purchase.  

By providing potential customers with a hands-on experience, demos offer a clear and concise understanding of the product's value proposition.

This direct interaction allows customers to quickly grasp how the product addresses their specific needs, leading to faster decision-making. As a result, the sales cycle is streamlined, potentially boosting overall sales figures and improving the efficiency of the entire sales funnel.

2. Proves product effectiveness

The importance of product demos for SaaS companies [lies in] building a strong market. SaaS companies create new markets, addressing a need no one had thought of before. But [first], they have to persuade people to solve an outdated issue with a new approach. With a product demo, you can clearly explain why your innovation boosts the status quo and encourage potential buyers to adopt new behaviors. - Stella Cooper, CEO at PaydayLoansUK.

One of the most compelling aspects of product demonstrations is their ability to prove a product's effectiveness in real time. Unlike marketing materials or sales pitches, demos provide tangible evidence of a product's capabilities and performance. This firsthand experience builds customer confidence in both the product and the brand behind it.

By showcasing how the product solves real-world problems or enhances existing processes, demonstrations move beyond mere claims, offering concrete proof of value. This visual and interactive validation can be particularly powerful in industries where reliability and performance are crucial factors in purchasing decisions.

3. Gathers direct feedback

A product demo also allows you to learn more about your target market. Requesting a product demonstration is a strong buying signal. Therefore, those who take the time to listen to a product demo reflect the characteristics of your ideal customers. Demos enable you to understand their needs and difficulties better. You can then use this learning to aid you in converting more sales in the future. - Sean O’Neal, President at Onclusive.

Product demonstrations also offer an invaluable opportunity for direct customer feedback. During a demo, potential buyers can ask questions, raise concerns, and provide immediate reactions to the product's features and functionality.

This real-time interaction creates a goldmine of insights for product development teams. By identifying common pain points, areas of interest, or potential improvements, companies can refine their offerings to better meet market demands. Moreover, this two-way communication fosters stronger relationships with customers, showing that the company values their input and is committed to meeting their needs.

4. Creates a sense of ownership

A well-executed product demonstration can create a powerful sense of ownership among potential customers. By allowing users to interact with the product in a meaningful way, demos serve as a risk-free trial experience. This hands-on approach helps customers envision how the product would fit into their own workflows or solve their specific challenges.

As customers engage with the product, they become more invested in its potential benefits, which can significantly reduce perceived risks associated with the purchase. This psychological ownership can be a key factor in overcoming objections and nudging customers toward a positive buying decision.

5. Reinforces brand identity

Beyond showcasing the product itself, product demonstrations provide an excellent platform for reinforcing brand identity. The style, language, and overall presentation of a demo can be tailored to reflect the company's unique personality and values. This cohesive brand experience helps create a lasting impression on potential customers, improving brand recall and differentiation in a crowded marketplace.

By aligning the demo with the company's broader mission and ethos, businesses can create a more emotional connection with their audience, moving beyond feature comparisons to establish a deeper brand relationship.

6. Addresses specific customer needs

During the product demo, you will have the opportunity to listen to the customer’s specific requirements and demonstrate how your product will meet these needs and make their jobs easier. Being able to show how your product can assist them can significantly impact their purchasing decision. - Sean O’Neal, President at Onclusive.

One of the key strengths of product demonstrations is their adaptability to specific customer needs. Unlike generic marketing materials, demos can be customized to address the unique requirements of different industries, company sizes, or use cases. This tailored approach ensures that the demonstration remains relevant and engaging for each audience.

In fact, 40% of buyers prefer personalized product demonstrations to make software purchase decisions.  

By highlighting features and benefits that directly align with a customer's pain points, demos can clearly illustrate how the product fits into existing workflows or integrates with current systems. This level of customization not only improves the effectiveness of the presentation but also shows potential customers that the company understands and values their specific needs.

The Impact of Product Demonstrations on Conversion Rates

Product demonstrations play a crucial role in the success of SaaS businesses. A well-crafted demo can significantly boost your sales team's performance and directly impact your bottom line.

Consider this scenario:

An average SaaS company might conduct 6-10 demos per week. Let's say their product has an annual contract value of $25,000. If their demo-to-sale conversion rate is on the lower end at 25%, they could be generating around $2 million in annual sales. However, if they improve their conversion rate to 40%, that same number of demos could result in $3.2 million in annual sales.

This example illustrates the potential impact of effective product demonstrations. By improving your demo strategy, you could potentially increase your revenue by over $1 million annually without increasing the number of demos conducted.

Factors that can influence demo effectiveness include:

• Tailoring the demo to the specific needs of each prospect
• Clearly highlighting the product's value proposition
• Addressing common pain points
• Providing an engaging and interactive experience

Remember, a great product demonstration isn't just about showcasing features. It's about demonstrating how your solution can solve real problems for your potential customers.

By focusing on creating impactful demos, you can significantly improve your conversion rates, boost your sales, and drive the growth of your SaaS business.

Types of Product Demonstrations in SaaS

Now, let's dive right into the different types of SaaS demos you can create to delight your prospects and convert them effortlessly.

1. Product Demo Videos

Product demo videos are visual tools that showcase a SaaS product's functionality and key features. These videos play a crucial role in customer acquisition by educating potential clients about the product's capabilities and benefits.

Effective product demo videos typically:

• Run 2-5 minutes long
• Focus on core functionalities
• Use high-quality visuals and clear narration
• Demonstrate problem-solving capabilities
• Can be customized for different audiences

Common uses include:

• Website and product pages
• Landing pages
• Social media and email marketing
• Paid advertising

The main goals are to:

• Capture viewer attention
• Highlight unique selling points
• Provide a clear call-to-action (e.g., sign up for a trial, schedule a demo)

By offering a visual explanation of the product, these videos can effectively communicate value, build trust, and move prospects through the sales funnel.

Here's an example of a great product demo video by Linear -

2. Live Product Demos from a Sales Team

Live product demonstrations offer a personalized approach to showcasing SaaS solutions. Conducted by sales representatives, these demos provide direct interaction with potential customers.

Key features:

• Real-time presentation of product functionality
• Tailored to specific customer needs and questions
• Can be delivered in-person or via video conferencing
• Suitable for both one-on-one sessions and group webinars
• Highly engaging and interactive
• Allows for immediate addressing of customer concerns
• Demonstrates how the product solves specific customer problems
• Provides opportunity for relationship-building

Live demos are particularly effective for:

• Complex products requiring detailed explanation
• High-value deals needing personalized attention
• Generating qualified leads
• Moving prospects closer to purchase decisions

By offering a personalized experience, live demos help sales teams showcase product value, build trust, and close deals more effectively. They allow for dynamic presentations that can adapt in real-time to customer interests and questions.

3. Interactive Demo

Interactive product demos offer potential customers an immersive, hands-on experience of the product during the entire buying and enablement journey — including discovery , purchase, and adoption.

Typically guided by pre-programmed steps, an interactive product demonstration guides users through key features or persona-based benefits for your product – helping visually guide viewers in a step-by-step, engaging way. Best of all, viewers don't need to download or have access to your tool (or be a customer) to learn about these features. No paywall, no subscription, no endless discovery calls before getting hands-on with the product.

• Pre-programmed, step-by-step guidance
• Highlight key features and persona-based benefits
• Accessible without product installation or user accounts
• Customizable for different user journeys
• Engages users actively in the discovery process
• Accelerates the buying decision
• Reduces friction in the sales process
• Allows prospects to experience the product firsthand

Applications:

• Pre-sales exploration
• Self-service product discovery
• Customer onboarding
• Feature adoption

Here’s an example of an interactive product demo which guides you through the features of Lemlist .

Interactive demos bridge the gap between marketing materials and the actual product experience. They empower potential customers to explore the product at their own pace, fostering a deeper understanding and connection with the solution.

Which Type of Product Demonstration Should You Use?

Choosing the right product demo depends on your SaaS business model and product characteristics. Several factors influence this decision, with your growth strategy being a key consideration.

Sales-led vs. Product-led Growth

For product-led growth companies, the product itself is the main marketing tool. These businesses often prefer interactive in-app demos. This approach allows potential customers to engage directly with the product, experiencing its value firsthand. Interactive demos can effectively showcase the product's features and benefits without requiring a full commitment from the user.

On the other hand, sales-led companies typically benefit more from sales demo videos. These videos are designed to optimize the sales process by presenting the product's key features and benefits in an engaging, visual format. They can be easily shared with potential customers and used to support sales conversations, making them an ideal tool for businesses that rely on a more traditional sales approach.

However, the choice isn't always black and white. Many successful SaaS companies use a mix of demo types to cater to different stages of the customer journey and various customer preferences. The key is to understand your target audience and choose the demo type that best addresses their needs and concerns.

Consider factors like your product's complexity, your target market's preferences, and your sales cycle length when deciding on the most effective demo type. Remember, the goal is to provide potential customers with the information they need in the most engaging and accessible way possible.

High-touch vs. Low-touch Onboarding

Your onboarding approach affects which type of product demo works best for your SaaS business.

Low-touch Onboarding

Low-touch onboarding is all about self-service. It's for customers who like to learn on their own. This approach uses:

• Automated video demos
• Interactive product tours
• Online help guides

These tools let users set up and use the product by themselves. Low-touch works well for simple products or tech-savvy users who don't need much help.

High-touch Onboarding

High-touch onboarding offers personal help. It's used for:

• Complex products
• Enterprise customers
• High-paying clients

This approach often includes:

• Live demos by sales reps
• One-on-one training
• Custom setup plans

High-touch makes sure important customers get all the help they need.

Your choice depends on what you're selling and who's buying. Some businesses use both approaches, offering different levels of help based on customer needs or what they're paying.

The main goal is to help customers start using your product successfully. Pick the approach that best fits your product and customers.

The Complexity of Your Product

B2B SaaS companies rely on their sales model to drive growth, with three main options: self-serve, enterprise, and transactional. The choice depends on Average Revenue Per User (ARPU) and Customer Acquisition Cost (CAC).

It's crucial for sales and marketing teams to align on this model to avoid wasted resources, inconsistent messaging, and missed opportunities. By ensuring everyone understands and operates within the right model for your product and market, you can create a focused and effective growth strategy.

And...how complex your product is plays a big role in choosing the right demo type.

Complex products take longer to learn and need more guidance. For these, live demos might seem good at first, as you can answer questions directly. But they can take too much time and be hard for clients to remember everything.

A better approach for complex products is:

• Creating multiple product demo videos.
• Adding these videos to an online resource center.

This way, users can:

• Find the exact help they need, when they need it.
• Watch videos as many times as they want.
• Learn at their own pace.

Simpler products might do well with:

• Interactive demos
• Short overview videos
• Quick-start guides

The goal is to match your demo style to how much help users need to understand your product.

Remember, the right product demonstration makes it easier for customers to learn and use your product successfully. Furthermore, according to Salesforce, 45% of end users prefer short and easy-to-understand demos.

How to Create an Effective Product Demo?

Crafting a successful product demo requires careful planning and execution. Here's how to approach it:

Match Demo Types to the Buyer's Journey

Different stages of the buyer's journey call for different types of demos. Here's a breakdown:

Remember, the goal is to guide potential customers through the sales funnel. Each demo should be designed to move them to the next stage of their decision-making process.

By aligning your demo type with the buyer's journey, you can:

• Address the right questions at the right time
• Provide relevant information as needed
• Increase engagement and interest
• Improve conversion rates at each stage

Using the Right Tools for Your Product Demo

Once you've decided on the type of demo, it's time to create it. Choosing the right tool is crucial for producing an effective demo. Here are some of our suggestions to help you get started.

For Pre-recorded Demos:

Consider tools like Loom or Screen Studio for simple screen recordings. For more advanced editing, look into software like Camtasia.

For Live Demos:

Popular options include Zoom, Google Meet, or Vimeo for live streaming. Choose based on your needs for interactivity and audience size.

For Interactive Demos:

Supademo is an excellent choice for creating engaging, interactive product tours. It allows you to create guided walkthroughs of your product without coding.

Interactive Demos are Redefining Product Demonstrations As We Know It Across Teams

B2B buying has changed. It's no longer a linear journey where you can get the buyer on a discovery call, book a demo walkthrough, and seal the deal.

Today's buyers demand more than that:

• They want to play around the product before they make a case to get buy-in;
• They want to realize the product's value before they pay for it;
• They want to be confident in their purchase;

To meet this demand for more information up-front, you can no longer depend solely on jargon or static images that lack fidelity or context for the user. While these landing pages yield some basic results, they fall short when it comes to visually demonstrating your product's features or benefits in a captivating way.

And that's where interactive demo software like Supademo can help.

Whether you work in marketing, sales, or customer success, interactive product demos have some amazing benefits to offer. Key highlights include shortening sales cycles, increasing prospect conversions, efficiency gains, and faster product adoption.

While there are hundreds of benefits depending on the use case, here’s a quick visual overview of some of the main benefits:

Get Started with Your First Interactive Product Demonstration

In conclusion, interactive demos help you break down barriers between your product and your buyers and users. By empowering them with the power to discover, adopt, and educate at their own pace, you can build trust, reduce skepticism, and boost engagement.

And, with Supademo, anyone can create beautifully interactive product demos in just a few minutes – for free with no technical expertise required.

Even better, you get more than just recording or creating a demo with Supademo. There are countless features to help trigger and accelerate the Aha! moment for your buyers. So, head over to Supademo to start creating an engaging, interactive demo – it's free!

Create beautifully interactive product demos in minutes.

Start a 14-day free trial, no credit card required.

Related articles

Introducing Supa Screenshot: beautiful, instant screenshots for free

Step-by-Step Guide: 7 Tips from the CEO on Creating Better Interactive Demos

How to Leverage Synthetic AI Voices for Interactive Product Demos

Get the fastest, easiest interactive demo platform for teams.

Microsoft 365 Life Hacks > Presentations > How to handle questions and objections during a presentation

How to handle questions and objections during a presentation

Don’t let an unexpected inquiry shake your confidence while presenting. These tips for adjusting to and accommodating questions and objections can help you leave your audience even more impressed that they already were.

Hold your questions, please

While you might be confident in your notes and your delivery, you never know what a questioner might throw at you during your presentation. And if you have presentation anxiety , the idea of an unplanned interaction can just be one more thing to worry about. One simple way to offset those spur-the-moment interruptions is to set up the structure of the presentation, including when you’re taking questions, as part of your presentation’s introduction. Here’s two distinct approaches to handling questions.

• Ask your audience to hold all questions until the end. This approach can hopefully help you get through your entire presentation uninterrupted. It may even cut down on the volume of questions if you’re able to answer common curiosities by covering your subject thoroughly or even including an FAQ slide or section towards the end of your talk. If you choose this tactic, you can encourage your audience to write questions down so they can remember their questions and ask them during the appropriate time.
• Allow question time at the end of a topic section. This approach can help group likely questions or objections by subject matter and can be a flexible way to give your audience a more in-the-moment feel while still allowing you to cover your material in a way that feels comfortable. You can even provide a timeframe, i.e., “Now we’ll have three minutes for questions” to further structure this moment.

Tell your story with captivating presentations

Powerpoint empowers you to develop well-designed content across all your devices

Your approach will probably be dictated by the overall length of your presentation and how your material is organized. But in general, it can save you a bit of time and sanity to have designated Q+A periods rather than allowing questions to be peppered in willy-nilly. A secret benefit to saving questions until the end is that by that point, you and the audience likely have built rapport with the audience, hopefully because you’ve demonstrated that you’re a competent, thoughtful presenter. Establishing that relationship may head off a listener’s desire to challenge or object to you that they may have walked in with an hour ago. But audiences can be unpredictable, so be prepared to field a few questions or comments that might not be as friendly as you hoped.

The question that’s more of a comment, and more

Perhaps you’ve succeeded in holding questions at the end of the presentation. Or, maybe despite your best efforts, someone really had to satisfy their curiosity on slide 26. No matter when these questions, comments or concerns come up, these tips will help you handle inquires with grace and aplomb.

• Prepare ahead of time. If you know your subject matter, you know what questions you’re likely to get, what parts an audience might find confusing or upsetting. By thinking of responses that you can share in the moment, you’ll be able to draw upon those responses more easily when similar questions arise. The preparation will also help you feel more confident if someone attempts to rattle you by asking a “gotcha”-type question.
• Think about what you want to convey. What is this presentation really about? This is the material you can use to help refocus when someone’s question threatens to derail your point. You can acknowledge what they’re saying and then redirect towards what is more important for the audience or more familiar to you.
• Empathize but don’t get sucked in. If someone’s confused or upset, it’s good to acknowledge those feelings. It helps them feel heard and may lessen their desire to antagonize or challenge you. At the same time, you have a job to do, and the rest of the audience will feel left out, and time will run short if you make this exchange the sudden focus of your moment in the spotlight. Try to avoid defensiveness. Think of yourself as separate from the question and material to helps you become less personally invested in the situation. You can also offer up to follow up with the person later if the interaction risks becoming bigger than the presentation itself—and then keep your promise.
• All eyes are on you, but also the other person. How you handle this question or objection might just stick out in people’s minds and may be an additional opportunity to impress them. But it’s also possible that if the questioner is belligerent or rude, their approach may be reflecting poorly on them and direct others’ sympathy to you, so focus on being the best you that you can be in that moment, a you that knows your subject and wants to help others understand it.

Handled thoughtfully, questions and objections during a presentation are an additional learning opportunity for everyone involved—if perhaps not the learning opportunity you expected.

Get started with Microsoft 365

It’s the Office you know, plus the tools to help you work better together, so you can get more done—anytime, anywhere.

Topics in this article

More articles like this one.

How to introduce yourself in a presentation

Gain your audience’s attention at the onset of a presentation. Craft an impressionable introduction to establish tone, presentation topic, and more.

How to add citations to your presentation

Conduct research and appropriately credit work for your presentation. Understand the importance of citing sources and how to add them to your presentation.

How to work on a group presentation

Group presentations can go smoothly with these essential tips on how to deliver a compelling one.

How to create a sales presentation

Engage your audience and get them interested in your product with this guide to creating a sales presentation.

Everything you need to achieve more in less time

Get powerful productivity and security apps with Microsoft 365

Explore Other Categories

Cookie consent

We use our own and third-party cookies to show you more relevant content based on your browsing and navigation history. Please accept or manage your cookie settings below. Here's our   cookie policy

• Product overview What is Typeform?
• Form builder Signups and orders
• Survey maker Research and feedback
• Quiz maker Trivia and product match
• Typeform for Growth For B2B marketers
• Product updates Latest feature releases
• HubSpot for Typeform Our new partner

• Human resources
• Customer success
• Acquire customers
• Get feedback
• Do research

• Help center Find quick answers
• Community Share and interact
• Contact us Speak to our team
• Partners Browse or join
• Careers Join our team

The top 10 product survey questions to ask—examples and tips

Running a product survey but don't know what to ask? We've got your back. Copy and paste these questions into your next typeform to get the best answers.

What is a product survey?

Simply put, a  product survey is a tool that a company can use to learn what their users think about their products . Running a survey before launching a product means you get to see what people really want and need.

Plus, it can help you with the creation and design of what you’re making—so companies really shouldn’t forget the importance of product research.

Now you can also use product  surveys  for an existing product, so you can see how people are enjoying their experience and how the product can be improved. So they’re always useful.

Product Survey Questions Examples

We’ve made a list of some of our favorite product survey questions to help you conduct product research that’ll make a difference to your company.

Let’s take a look at some  example product survey questions  to ask customers about your product:

How often do you use our products?

Which features are most valuable to you

How would you compare our products to our competitors’?

What important features are we missing?

What are you trying to solve by using our product?

What other types of people could find our product useful?

How easy is it to use our product?

How would you rate the value for money?

How likely are you to recommend this product to others?

How could we improve our product to better meet your needs?

For some extra inspiration, check out our product research survey template and product feedback survey template .

Start simple. With this question, you can see which products your customers are using and how often they’re using them.

This will make the following questions even more useful—you can see which products are making people happy, which ones aren’t, and which products your most dedicated customers are using.

It’s pretty unlikely you only offer a single product with one single feature. This question lets you know which parts of your product are the most valuable to your clients.

You might even be surprised to learn your customers use your product totally differently to how you imagined. Maybe a small feature, one you perhaps added as an afterthought, is what’s keeping people with you.

Let’s not beat around the bush. If you have a product, someone else out there is offering something similar. You want to know how you stack up.

Knowing where in the market your product falls, or at least how your customers see it, can unveil some really useful insights. It can tell you how to market your product in the right way, to the right people.

This will help with new products and features down the road. Companies often spend a lot of time and put money into a new product, to find that their customers have no use for it.

This question could even reveal small things that you hadn’t considered that could be implemented relatively quickly.

Your users use your product because it solves a problem for them. It’s that simple. But do you  really  know what problem is being solved here?

Asking this question could unearth aspects of your product that need a bit of fixing up. It could even open a path for future products or features. Imagine if your existing product is being used for something you weren’t aware of. Now imagine how popular it could be if you focused on that problem as much as the others.

Asking this is a great way to find potential new users for your product—maybe even a whole group of people you had never even considered as being your audience. And finding new people to sell your product to can be difficult, so why not get your existing customers to help you out?

Your product might work well for seasoned users—but what about your new sign-ups?

Here you might find that the product isn’t as intuitive as you thought and this can be new user repellant if they get frustrated. So consider simplifying certain parts of the product, or offering video tutorials or helpful hints throughout.

Knowing how affordable your product is for your customers is huge.

If it’s too expensive, then imagine all the potential sales you’ve lost by just pricing out some of the more value-focused people.

And if people are saying that value for money is great? Well, then it might be time to build some premium features to generate more revenue.

Important to remember here—if you’re asking your existing customers this question, then you’re only speaking to the people who you know can afford your product.

This is one of the most popular survey questions. And for good reason.

Your  Net Promoter Score  lets you know how your customers are talking about your product to others. If it’s positive, then you have a huge group of people doing your promoting for you. So maximize that.

If it’s negative, then that makes this whole survey even more important. If your customers are talking trash about you, or if they’re thinking about leaving you, then you really,  really  need this feedback.

So let them know they’ve been heard, and tell them the changes you’ll be making. You might be making money now, but dissatisfied customers rarely stay around for long.

This is a broad and basic question—but it’s important.

Your customers know better than anyone how useful your product is. Asking this question lets you know where you should be focusing your efforts to make your customers as happy as possible.

Save this question for the end of your survey. You want your readers to have time to think about the product by asking them the previous questions first.

So by asking this as a final question, everyone responding to your survey should have your product, and their experience with it, clear and fresh in their mind.

Top tips for asking product survey questions

Before you launch any survey, you need to have a purpose. So plan ahead, find out the key pieces of information you want from your customers, and craft your survey around that plan.

You probably don’t want to include every  survey question  from the list above. Don’t bore your customers with an endless list—if you do, you’ll just end up with rushed answers. Just pick the questions you need to have answered now, and launch another survey down the road if you have more to ask.

Finally, let your customers know their feedback will be used. They’re giving up their time to help improve your product—so don’t let it go to waste. Once you’ve gathered your answers and given them a proper read, get back to the people who responded and let them know what the future holds.

There are lots of ways to run a survey and even more ways to use the information you’ve learned. Whether you want to analyze your data in a  Google Sheets  spreadsheet, connect your answers through  Hubspot  or automate responses and communications with  Mailchimp , Typeform’s got you covered.

How you ask is everything.

Advanced Product Liability Defense Strategies

Effective product liability defense necessitates a multidisciplinary approach, incorporating expert testimony strategies, data-driven damages modeling, and proactive risk assessment. This multifaceted defense also involves advanced e-discovery techniques, crisis management plans, and innovative jury persuasion tactics. By integrating these strategies, companies can mitigate liability exposure and secure favorable outcomes. Additionally, leveraging data analytics, machine learning, and predictive modeling enables defense teams to identify potential hazards, prioritize risks, and develop targeted strategies to reduce liability exposure. As the complexities of product liability continue to evolve, understanding these advanced defense strategies is vital for companies seeking to protect their interests.

Table of Contents

Expert Testimony Strategies

As product liability defense attorneys often rely heavily on expert testimony to bolster their cases, developing effective expert testimony strategies is vital to successfully challenging plaintiffs' claims. A key aspect of this strategy is expert vetting, which involves thoroughly evaluating the qualifications, experience, and credibility of potential expert witnesses. This process helps identify experts who can provide compelling testimony that supports the defense's position.

Witness credibility is a vital factor in expert testimony, as it directly impacts the persuasiveness of the expert's opinion. Defense attorneys should assess the expert's credentials, relevant experience, and any potential biases or conflicts of interest. Additionally, they should evaluate the expert's ability to communicate complex technical information in a clear and concise manner. By carefully selecting and preparing expert witnesses, defense attorneys can increase the credibility and persuasive power of their testimony, ultimately strengthening their case. A well-executed expert testimony strategy can have a profound impact on the outcome of a product liability case, making it imperative for defense attorneys to devote sufficient time and resources to this critical aspect of their defense.

Creative Damages Modeling Approaches

Defense attorneys can substantially strengthen their product liability cases by employing creative damages modeling approaches that accurately quantify and contextualize potential losses, thereby challenging plaintiffs' claims and influencing jury perceptions of liability. By leveraging economic simulations, defense teams can develop nuanced and data-driven models that account for a range of variables, from market trends to consumer behavior. This enables a more precise estimation of potential damages, which can substantially impact the outcome of the case.

The use of alternative metrics, such as lifetime value analysis or conjoint analysis, can also provide a thorough understanding of the plaintiff's claimed losses. These metrics can help to contextualize the plaintiff's losses within the broader market, revealing potential flaws in their damages calculations. By presenting a robust and well-supported damages model, defense attorneys can create a strong foundation for their case, effectively challenging the plaintiff's claims and influencing the jury's perception of liability. A well-crafted damages model can be a game-changer in product liability cases, providing a critical advantage for the defense.

Sophisticated E-Discovery Techniques

Sophisticated e-discovery techniques, such as predictive coding and machine learning algorithms, can substantially enhance the efficiency and accuracy of document review in product liability cases, allowing defense teams to uncover critical evidence and build a stronger defense. By leveraging these advanced tools, defense teams can analyze large volumes of data, identify patterns, and prioritize review of relevant documents. Data mining techniques can be employed to extract insights from unstructured data, such as emails and reports, while predictive coding enables the automation of document review, reducing the risk of human error and increasing review speed.

Moreover, machine learning algorithms can be trained to identify key concepts and themes within documents, facilitating the identification of critical evidence and streamlining the review process. The strategic application of these sophisticated e-discovery techniques enables defense teams to develop a more thorough understanding of the case, identify potential weaknesses, and craft a more effective defense strategy. By integrating these advanced techniques into their e-discovery workflow, defense teams can gain a competitive advantage in product liability cases and improve their chances of success.

Proactive Risk Assessment Methods

Essential risk assessment is a vital component of advanced product liability defense, enabling companies to identify and mitigate potential hazards before they manifest into costly claims. To achieve this, companies can employ a range of methodologies, including hazard identification techniques, failure mode analysis, and risk prioritization frameworks. By integrating these approaches into their product development and testing protocols, companies can proactively address potential risks and reduce their exposure to liability.

Hazard Identification Techniques

Identifying potential hazards is a pivotal step in mitigating product liability risks, and various hazard identification techniques can be employed to facilitate this process. One such technique is Root Cause Analysis (RCA), which involves identifying the underlying causes of a hazard or failure. RCA helps to pinpoint the primary cause of a problem, rather than just its symptoms, allowing for more effective risk mitigation strategies. Another essential technique is Human Error Analysis, which recognizes that human mistakes can be a significant contributor to product hazards. This approach involves identifying potential human errors that could occur during product design, manufacture, or use, and implementing design safeguards to minimize these risks.

Other hazard identification techniques include Hazard and Operability (HAZOP) studies, which systematically identify potential hazards and operational problems in a product or process. Additionally, techniques such as Fault Tree Analysis (FTA) and Event Tree Analysis (ETA) can be used to identify potential hazards and evaluate the likelihood of their occurrence. By employing these hazard identification techniques, manufacturers can proactively identify and mitigate potential hazards, reducing the risk of product liability claims and improving overall product safety.

Failure Mode Analysis

Building on the foundation of hazard identification techniques, Failure Mode Analysis (FMA) offers a structured approach to evaluating potential product failures and their impact on safety and reliability. This proactive risk evaluation method involves identifying possible failure modes, evaluating their likelihood and potential consequences, and rating the severity of their impact. By applying FMA, manufacturers can pinpoint design flaws and root causes of potential failures, enabling targeted design improvements and risk mitigation strategies.

FMA involves a systematic examination of product components, subsystems, and systems to identify potential failure modes. This includes analyzing design specifications, material properties, manufacturing processes, and operational conditions. The analysis also considers the potential human factors and environmental influences that may contribute to product failure. By identifying and prioritizing potential failure modes, manufacturers can focus on mitigating the most critical risks and optimizing product design for improved reliability and safety. Effective application of FMA can substantially reduce the likelihood of product failures, thereby minimizing the risk of product liability claims and reputational damage.

Risk Prioritization Framework

A thorough Risk Prioritization Framework enables manufacturers to systematically evaluate and rank potential product failures based on their likelihood, severity, and detectability, guaranteeing that resources are allocated to mitigate the most critical risks. This proactive approach allows companies to prioritize product development and testing efforts, reducing the likelihood of product liability claims.

To facilitate an effective Risk Prioritization Framework, consider the following key elements:

• Regulatory Alignment : Verify that the framework is aligned with relevant regulatory requirements and industry standards, reducing the risk of non-compliance.
• Stakeholder Buy-in : Engage with key stakeholders, including cross-functional teams, suppliers, and customers, to confirm that their concerns and inputs are incorporated into the framework.
• Data-Driven Decision Making : Leverage data and analytics to support risk assessment and prioritization, enabling informed decision-making and resource allocation.

Effective Crisis Management Plans

In the event of a product liability crisis, timely and effective response is critical to mitigating reputational and financial damage. A well-designed crisis management plan should incorporate rapid response protocols to swiftly address emerging issues and threat assessment strategies to identify and prioritize potential risks. By integrating these key components, companies can efficiently contain and manage crises, minimizing their impact on business operations and brand integrity.

Rapid Response Protocols

Companies facing product liability crises must swiftly deploy rapid response protocols, comprising carefully crafted crisis management plans, to mitigate reputational damage and minimize financial losses. These protocols are designed to address crisis triggers, such as product recalls, regulatory actions, or lawsuits, and facilitate a prompt and effective response.

Key components of rapid response protocols include:

• Incident Command : Establishing a clear chain of command and decision-making process to guarantee swift and coordinated action.
• Crisis Communication Plan : Developing a thorough communication strategy to address stakeholder concerns, manage media inquiries, and maintain transparency.
• Contingency Planning : Identifying potential crisis scenarios and developing contingency plans to mitigate their impact.

Threat Assessment Strategies

Effective crisis management plans rely on thorough threat assessment strategies to identify and prioritize potential vulnerabilities, thereby enabling proactive measures to mitigate the likelihood and impact of product liability crises. An exhaustive threat assessment involves identifying the attack surface, which includes all possible points of vulnerability in a product or system. This incorporates hardware, software, and human factors that could be exploited to cause harm or damage.

To prioritize vulnerabilities, companies can employ vulnerability scoring systems, which assign a numerical value based on the severity and likelihood of a potential threat. This enables companies to focus on the most critical vulnerabilities and allocate resources accordingly. By adopting a proactive approach to threat assessment, companies can reduce the risk of product liability crises and minimize the impact of potential incidents. Additionally, a robust threat assessment strategy can also help companies identify opportunities for product improvement and innovation, ultimately enhancing their competitiveness in the market.

Advanced Claim Analysis Tools

Sophisticated data analytics and artificial intelligence applications are revolutionizing the claims analysis process, enabling defense teams to uncover hidden patterns, identify potential vulnerabilities, and develop proactive strategies to mitigate product liability risks. By leveraging advanced claim analysis tools, defense teams can gain a deeper understanding of claim metrics, including claim frequency, severity, and resolution rates. This granular insights enable teams to identify trends, pinpoint areas of vulnerability, and develop targeted strategies to reduce liability exposure.

Some of the key advanced claim analysis tools include:

• Predictive modeling : Employing statistical models to forecast claim outcomes and identify high-risk cases.
• Data visualization : Presenting complex claim data in a clear and concise manner, enabling teams to quickly identify patterns and trends.
• Text analytics : Analyzing unstructured data, such as claim narratives and witness statements, to uncover hidden insights and identify potential areas of liability.

Innovative Jury Persuasion Tactics

By leveraging advanced claim analysis tools to identify potential vulnerabilities, defense teams can now focus on developing innovative jury persuasion tactics that proactively address these vulnerabilities and ultimately influence juror decision-making. A key aspect of these tactics is establishing an emotional connection with jurors. This can be achieved through storytelling techniques that create a relatable narrative, allowing jurors to connect with the defense's argument on a deeper level.

| Witness Preparation | Prepare expert witnesses to deliver clear, concise, and confident testimony that resonates with jurors

Frequently Asked Questions

What constitutes a "defect" in product liability cases?.

In product liability cases, a 'defect' is a flaw or imperfection that deviates from the intended design or manufacturing specifications, including design flaws that render a product unreasonably dangerous and manufacturing errors that result in non-compliant products.

Can a Company Be Held Liable for a Supplier's Actions?

A company can be held liable for a supplier's actions under certain circumstances, such as when a defect arises from a third-party component, implicating the company's supply chain and potentially triggering liability under theories of vicarious liability or negligent supply chain management.

How Do Courts Address Inconsistent Expert Opinions?

In resolving inconsistent expert opinions, courts scrutinize expert qualifications, methodology, and data to mitigate juror bias, ensuring a fact-based analysis; judges may also instruct jurors to critically evaluate expert testimony, focusing on the most credible and reliable evidence.

What Role Do Regulatory Compliance Records Play in Defense?

In product liability cases, regulatory compliance records can be vital evidence, as they demonstrate a company's adherence to industry standards. Document retention and audit trails are imperative in establishing a robust defense, as they provide a verifiable record of compliance.

Can a Company's Advertising Claims Be Used Against Them?

In product liability cases, a company's advertising claims can be used against them if they create false promises or warranted expectations that deviate from the product's actual performance, potentially leading to allegations of deceptive marketing practices.

UNLOCK YOUR COPY

100+ Interview Questions for Product Owners

Hey there, future interview maestros! So, you’re on the hunt for the perfect Product Owner, huh? Well, you’ve come to the right place. This role is a special blend of tech-savvy and people skills, and finding that unicorn candidate can be like solving a complex puzzle. The best part? We’re about to arm you with the ultimate cheat sheet: 100+ interview questions tailored for Product Owners.

Why are the right questions so darn important, you ask? Simple. Asking targeted questions helps you peel back the layers of each candidate, revealing not just what they know but how they think. In a role as multifaceted as this, knowing the right questions to ask can be the difference between hiring a rock star and, well, not.

What can you expect from this post? A deep dive into various types of questions ranging from technical know-how to behavioral patterns. We’ve got it all—questions about agile frameworks, product development, team dynamics, and those tricky situations that only Product Owners will understand.

So, sit back, grab a cup of coffee (or two), and let’s dive in. Your ultimate guide to Product Owner interviews awaits!

Chapter 1: The Basics

Chapter 2: general product owner interview questions, chapter 3: product discovery and management interview questions, chapter 4: technical product owner interview questions, chapter 5: behavioral product owner interview questions, bonus product owner questions.

So, you want to hire a Product Owner, huh? But wait, what exactly does that mean? This chapter is here to set the stage for the nitty-gritty interview questions coming up in the next chapters.

We’re going to cover what a Product Owner is, their main responsibilities, and why it’s crucial to have a great one on your team. Trust me, this foundational knowledge will come in handy when you’re formulating or answering those tricky interview questions. So, buckle up because we’re laying the groundwork!

What is a Product Owner?

A Product Owner is a role in Scrum, an agile methodology, responsible for defining, prioritizing, and ensuring the implementation of the work that the development team does on a product.

Ah, the Product Owner, often abbreviated as PO. They’re like the captain steering the ship through the choppy waters of product development. But instead of battling sea monsters, they navigate market demands, stakeholder needs, and team dynamics.

First things first, the Product Owner is not just a fancy title; it’s a role with specific duties in agile development frameworks like Scrum. They act as a liaison between the business stakeholders and the development team. You could say they’re a bit like a translator, converting business needs into actionable tasks.

Now, let’s talk about versatility. A Product Owner wears many hats. They’re part strategist, part liaison, and yes, even part babysitter for the project. Whether it’s defining user stories, setting sprint goals, or prioritizing the product backlog, the PO is deeply involved in various phases of the product development cycle.

What makes them unique is their authority. When it comes to making decisions about the product backlog, their word is law. They set the priorities, and the development team follows. This allows for a streamlined decision-making process, ensuring that the product stays aligned with business objectives.

Lastly, they’re all about maximizing value. Whether it’s value to the business, the end-users, or the development team, a PO is focused on delivering the most bang for the buck. They’re constantly juggling cost, time, and scope to ensure that the product delivers the most value possible.

: A Product Owner is not necessarily a “domain expert” in the field the product serves. What’s essential is their ability to communicate and facilitate between different departments effectively.

What are the responsibilities of a product owner?

Ah, the life of a Product Owner—it’s no walk in the park, I assure you. There’s a host of tasks they need to juggle, and it often feels like they’re at the center of a very intricate web. But, hey, that’s what makes the role so exciting!

First up, they own the product backlog. This is like the bible for the development team. The Product Owner prioritizes tasks, adds user stories, and makes sure everyone knows what needs to happen next. They often have to make tough calls about what gets done now and what has to wait.

Next on the list is liaising with stakeholders. Yep, the Product Owner has to keep the communication lines open between the team and the higher-ups, like executives or investors. They gather requirements, solicit feedback, and provide updates. Essentially, they make sure everyone is on the same page.

Then there’s sprint planning. Every sprint starts with a plan, and who better to lead the charge than the Product Owner? They help define the scope of the sprint, laying out the goals and tasks that the team needs to focus on. This often involves negotiating with the development team about what’s feasible within the time frame.

Don’t forget about the acceptance criteria! The Product Owner is the final authority on whether a product feature or task is complete and meets the necessary standards. They often work closely with the Quality Assurance (QA) team to ensure everything is up to snuff.

Last but not least, they’re always seeking ways to deliver value. They’re not just ticking off tasks from a list. Every action has to contribute to the business objectives or user needs. They continuously reassess the market, monitor metrics, and solicit user feedback to ensure the product is heading in the right direction.

: When looking for a Product Owner, focus on their ability to manage multiple responsibilities without dropping the ball. They should be excellent multitaskers and quick decision-makers.

Why is it important to hire a good Product Owner?

So you may be asking yourself, “Why all the fuss over hiring a great Product Owner?” Trust me, there’s a method to the madness.

Firstly, the Product Owner holds the vision of the product. It’s like they’ve got a roadmap in their head, and they’re guiding everyone else along the path. If you’ve got a PO who’s not up to snuff, you could end up wandering aimlessly, wasting time and resources. We’re talking detours, pit stops, the whole shebang!

Next, let’s talk about teamwork. A great Product Owner fosters a positive work environment. They’re not just bossing people around; they’re helping the team reach a consensus on priorities. When everyone’s aligned, that’s when the magic happens—higher productivity, better quality, and a happier team.

Don’t underestimate the impact on revenue. A top-tier Product Owner knows how to maximize value while minimizing costs. They make data-driven decisions that keep the product profitable and competitive in the market. Imagine having a GPS that always takes you on the toll roads—no thanks!

The fourth point is all about adaptability. In today’s fast-paced tech landscape, things change in the blink of an eye. A good Product Owner is agile (pun intended) and can pivot when necessary. They keep their finger on the pulse of market trends, customer needs, and new technologies.

Lastly, a stellar Product Owner mitigates risks. By keeping the project on course and setting realistic goals, they help prevent scope creep, delays, and budget overruns. It’s like having an airbag in your car—you hope you’ll never need it, but you’re glad it’s there.

Important Note

: Never underestimate the power of soft skills when hiring a Product Owner. Leadership, communication, and decision-making are just as crucial as technical prowess.

There you have it—the ABCs of Product Owners. We’ve looked at what a Product Owner is, unpacked their laundry list of responsibilities, and explored why you really, really want to get this hire right. Trust me, you don’t want to skimp on finding the best person for this role; the stakes are too high.

Eager for more? You’re in luck! Up next, we’re diving into general Product Owner interview questions. Equip yourself with the right questions, and you’ll be on the road to making a hire you won’t regret. So keep reading because this is just the beginning!

So, you’ve got the basics down. You know what a Product Owner is, what they do, and why they’re essential. But how do you find the perfect one? That’s where this chapter comes in.

We’re digging into a comprehensive list of interview questions tailored for the Product Owner role. This isn’t just for the hiring managers; if you’re a candidate prepping for an interview, you’ll find invaluable insights here, too. Yep, we’re hitting two birds with one stone!

Ready for the grand tour? Buckle up because we’re diving into a treasure trove of questions that will help you uncover the true essence of your Product Owner candidates—or, if you’re the interviewee, to prep you for the big day.

These questions range from experience and skills to agile frameworks, teamwork, and even a touch of philosophy. And here’s the deal: for each question, I’ll give you a sample answer plus an interpretation to help you understand what the question is really digging at. Let’s get started!

What is your experience as a product owner?

Sample Answer:”I’ve been a Product Owner for five years, working mainly in the SaaS industry. I’ve overseen products from conception to launch, working with cross-functional teams of up to 20 people. I’ve also been responsible for ongoing improvements, including version upgrades and feature enhancements.”

Interpretation:This question serves as an opener and aims to set the stage for the rest of the interview. It gives the candidate an opportunity to summarize their experience and set the context for the following questions. What you’re looking for here is both the depth and breadth of experience. Take note of the industries they’ve worked in, the size of the teams they’ve managed, and the lifecycle stages of the products they’ve overseen.

What is your understanding of the product owner role?

Sample Answer:”In my view, a Product Owner is the linchpin between business needs and the development team. They’re responsible for defining and prioritizing the product backlog, serving as a liaison among stakeholders, and ensuring that the product delivers value to both the users and the business.”

Interpretation:This question probes the candidate’s conceptual understanding of the role. Are they aware of the breadth of responsibilities a Product Owner has? Do they understand the balance between technical and business demands? The answer can also show you whether the candidate sees this role as a checkbox-ticking taskmaster or as a strategic position that requires thought, creativity, and leadership.

What are your strengths and weaknesses as a product owner?

Sample Answer:”My strengths include excellent communication skills, which help me bridge the gap between technical and non-technical stakeholders. I’m also very data-driven, which aids in making informed decisions. However, one area I’m working on is being more assertive in stakeholder meetings to ensure the team’s needs are adequately represented.”

Interpretation:Ah, the classic strengths and weaknesses question. This one is a staple for a reason: it’s a great way to gauge self-awareness and humility. A candidate who can openly discuss their strengths and weaknesses likely has a growth mindset.

The strengths should ideally align with the core responsibilities of a Product Owner—think communication, decision-making, or leadership. The weaknesses shouldn’t be deal-breakers but rather areas for growth.

What is your experience with Scrum and other agile frameworks?

Sample Answer:”I’ve primarily worked in Scrum environments but have also had some experience with Kanban. In my last role, we even blended the two, which we fondly called ‘Scrumban.’ I’m certified as a Scrum Master and have led multiple teams through successful sprint cycles.”

Interpretation:This question homes in on the candidate’s experience with agile methodologies, a foundational aspect of most Product Owner roles. If they’ve worked with various frameworks, it might indicate a level of adaptability. Look for certifications and real-world examples as signs of both knowledge and experience. Remember, it’s not just about “knowing” Scrum; it’s about effectively implementing it.

: When listening to answers about agile experience, keep an ear out for practical application rather than just theoretical knowledge. A good Product Owner needs to understand how to adapt frameworks to real-world scenarios.

How do you prioritize the product backlog?

Sample Answer:”I prioritize the product backlog based on business value, customer needs, and technical constraints. I work closely with stakeholders to understand their priorities and often use the MoSCoW method to categorize items into ‘Must-haves,’ ‘Should-haves,’ ‘Could-haves,’ and ‘Won’t-haves.’ This makes it easier to make data-informed decisions.”

Interpretation:Prioritizing the product backlog is a core function of a Product Owner, so listen up! This question reveals the candidate’s approach to decision-making. Are they methodical, or do they wing it? Do they consult stakeholders, or are they a lone wolf? A good answer will demonstrate a balance between business objectives, user needs, and technical feasibility.

How do you measure the success of a product?

Sample Answer:”Success metrics can vary depending on the stage of the product and business goals. Typically, I look at KPIs like user engagement, retention rates, and revenue growth. I also closely monitor customer feedback and NPS scores to gauge customer satisfaction.”

Interpretation:If they don’t measure it, how can they manage it, right? This question sheds light on the candidate’s results-oriented approach. It helps you understand what they consider important for product success. The ideal candidate will look at both quantitative data like KPIs and qualitative data like customer feedback to get a well-rounded view of product health.

: While KPIs are crucial, a great Product Owner knows that they are not the only measures of success. They should also be considering softer metrics like customer satisfaction and team morale.

What are your thoughts on the importance of product ownership?

Sample Answer:”I believe the Product Owner role is absolutely crucial for the success of any product. We act as the catalyst that brings together business goals, customer needs, and technical capabilities. Without a capable Product Owner, a product can suffer from unclear vision, wasted resources, or even complete failure.”

Interpretation:This one’s more philosophical but oh-so-important. You want to know if the candidate sees their role as merely transactional or as a critical component in the product development process. Look for an answer that aligns with your own company’s perspective on the Product Owner’s role. It’s not just about tasks but about value, impact, and vision.

How do you ensure that the product backlog is aligned with the business strategy?

Sample Answer:”I regularly sync up with stakeholders, from C-level executives to customer-facing teams, to make sure the product backlog reflects the business goals. I also keep an eye on market trends and customer feedback to ensure we’re not just focusing on short-term gains but also aligning with the long-term strategy.”

Interpretation:Let’s talk alignment, shall we? This question zeroes in on how well the candidate can bridge the product development activities with overarching business objectives. Can they keep the day-to-day aligned with the big picture? A stellar Product Owner won’t just blindly add items to the backlog; they’ll have a method to the madness.

: Business alignment isn’t a one-and-done deal; it’s ongoing. A good Product Owner will have methods for regularly checking and re-aligning the backlog with business goals.

How do you communicate the product vision and roadmap to stakeholders?

Sample Answer:”I use a variety of methods to ensure that everyone is on the same page. This often involves visual aids like roadmaps and flowcharts, as well as regular meetings and updates. For external stakeholders, I might use newsletters or dedicated review meetings to keep them in the loop.”

Interpretation:Communication is key, especially for a Product Owner. This question evaluates the candidate’s ability to effectively share information and get buy-in from various stakeholders. You’re looking for someone who can adapt their communication style to different audiences—be it developers, executives, or clients.

How do you gather and manage feedback from customers and other stakeholders?

Sample Answer:”I usually employ a mix of surveys, user interviews, and direct customer feedback via customer service channels. All this information gets collated and analyzed to identify common themes or urgent issues. It’s a continuous process that allows us to iterate and improve the product continually.”

Interpretation:Feedback is the breakfast of champions—or so they say. This question aims to see how customer-oriented the candidate is. Are they proactive in seeking input, or do they wait for issues to arise? A top-notch Product Owner will have a system for gathering, interpreting, and acting on feedback from various sources.

: Gathering feedback is only half the battle; the real skill lies in prioritizing and implementing it effectively. Keep an eye out for candidates who talk about how they use feedback to make meaningful changes.

How do you measure the value of new features and improvements?

Sample Answer:”To measure the value of new features, I usually employ A/B testing to directly compare performance against a control group. I also monitor key metrics such as user engagement, conversion rates, and customer satisfaction scores before and after the feature rollout.”

Interpretation:Now we’re getting into the science of product ownership. This question reveals whether the candidate relies on hard data or gut feeling when assessing feature value. A strong candidate will use data-driven approaches like A/B tests, coupled with KPIs and customer feedback, to make informed decisions.

How do you deal with scope creep?

Sample Answer:”Scope creep is a common challenge, and I deal with it by maintaining a strict ‘Definition of Done’ and by engaging stakeholders in scope discussions. If a new requirement comes up, it has to be evaluated against the current priorities and resources before being added to the backlog.”

Interpretation:Ah, the dreaded scope creep—every project’s worst nightmare! This question tests the candidate’s project management skills and their ability to say ‘no’ when needed. A competent Product Owner should have clear criteria and processes to evaluate any new requests that threaten to expand the scope.

: The ability to manage scope creep is not just about sticking to the plan; it’s also about flexibility and communication. A good Product Owner knows when to bend and when to stand firm, all while keeping everyone in the loop.

How do you manage risks and dependencies?

Sample Answer:”I always keep a risk matrix to evaluate the probability and impact of potential risks. For dependencies, I coordinate with other teams and departments to ensure we’re aligned. If risks do materialize, I have contingency plans ready to minimize disruption.”

Interpretation:We’re getting into the realm of ‘expect the unexpected’ here. This question uncovers how well the candidate anticipates, plans for, and manages risks and dependencies. Look for answers that show a systematic approach to identifying and mitigating risks, as well as managing interdependencies among teams and projects.

How do you work with cross-functional teams?

Sample Answer:”I hold regular stand-ups and sprint reviews with cross-functional teams to ensure everyone’s on the same page. Open communication and collective problem-solving are my go-to strategies. I make sure that everyone’s opinion is heard, and we reach a consensus before making major decisions.”

Interpretation:Being a Product Owner isn’t a solo gig; it’s a team sport. This question digs into the candidate’s collaboration and leadership skills. How well can they bring different perspectives together and facilitate effective teamwork? An adept Product Owner will prioritize open dialogue and shared decision-making.

: The ability to work with cross-functional teams isn’t just about coordination; it’s also about fostering a culture of collaboration. A good Product Owner will not only manage but also inspire and unite the team.

How do you stay up-to-date on the latest product development trends and technologies?

Sample Answer:”I subscribe to leading industry newsletters, follow thought leaders on social media, and regularly attend webinars and conferences. I also set aside time each week to read articles and research papers that can help me stay ahead of the curve.”

Interpretation:Staying current is a big deal in the fast-paced world of product development. This question assesses if the candidate takes learning seriously and has a strategy for keeping their knowledge fresh. It’s not just about keeping up-to-date; it’s about staying ahead.

How do you handle disagreements with stakeholders?

Sample Answer:”Disagreements are a natural part of any job. I approach them as an opportunity for dialogue. I listen to understand the other person’s perspective and use data to back up my points. At the end of the day, it’s all about finding a solution that best serves the product and the organization.”

Interpretation:Conflict is inevitable, but it’s all about how you handle it. This question aims to see if the candidate has the emotional intelligence and the skills to navigate conflicts effectively. Do they get defensive, or do they turn the situation into a constructive conversation?

: Remember, handling disagreements isn’t just about resolving the issue at hand; it’s also an opportunity to strengthen relationships and build trust.

How do you motivate and inspire the product team?

Sample Answer:”I believe in leading by example and creating a positive work environment. I regularly recognize team achievements and individual contributions. When the going gets tough, I remind the team of our shared goals and the impact our product can have.”

Interpretation:Product Owners aren’t just managers; they’re leaders. This question seeks to understand the candidate’s leadership style and how they inspire their team. Look for answers that combine both emotional intelligence and a strategic mindset. This is all about morale, motivation, and, ultimately, productivity.

How do you celebrate successes and learn from failures?

Sample Answer:”For successes, we usually have team celebrations and share our wins with the broader organization. Failures are treated as learning opportunities. We conduct a thorough post-mortem to understand what went wrong and how we can avoid similar mistakes in the future.”

Interpretation:This question is a twofer: it explores the candidate’s approach to both success and failure. Celebrating wins is vital for team morale, but learning from failures is equally crucial for long-term success. Keep an eye out for candidates who see failures as constructive learning experiences.

: A balanced approach to both success and failure is crucial. Excessive celebration can lead to complacency, while not learning from failures can result in repeated mistakes.

What is your experience with user stories and acceptance criteria?

Sample Answer:”I’ve used user stories extensively to capture product requirements. They help in breaking down complex features into manageable chunks. As for acceptance criteria, they’re crucial for setting clear expectations for the development team and serve as the basis for testing.”

Interpretation:This question examines the candidate’s familiarity with some of the fundamental building blocks of agile development. The use of user stories and acceptance criteria indicates a structured approach to requirement gathering and quality assurance. It’s all about clear communication and setting the stage for effective development.

How do you estimate the effort required to develop new features and improvements?

Sample Answer:”We typically use story points in our Scrum process to estimate the complexity of a task, not just the time it’ll take. These estimates involve the whole team and are refined over time as we learn more about the scope and requirements.”

Interpretation:Estimation is a complex art form, and this question explores how adept the candidate is at it. A savvy Product Owner will use structured techniques like story points and involve the team in these decisions. The goal is to find the sweet spot between underestimating and overestimating tasks.

: Keep an eye out for candidates who mention that they adjust their estimation techniques based on past project performance and feedback. This shows an ongoing commitment to improvement.

How do you track and measure product progress?

Sample Answer:”I rely on a mix of key performance indicators (KPIs) and agile metrics like sprint velocity to track product progress. Additionally, regular reviews with stakeholders and user feedback help me understand if we’re moving in the right direction.”

Interpretation:This question delves into the metrics and methods a Product Owner uses to gauge the success and momentum of a project. The ideal candidate will use both quantitative metrics and qualitative feedback to get a rounded view of how things are going.

How do you manage releases and deployments?

Sample Answer:”I work closely with the development and operations teams to plan and execute releases. We use feature flags for incremental rollouts and have a rollback plan in place in case issues arise. Communication with stakeholders before, during, and after the release is essential.”

Interpretation:Managing releases isn’t just about pushing new features out; it’s also about risk management, coordination, and communication. A competent Product Owner will have a structured process and work closely with various teams to ensure smooth releases.

: Coordination and communication are key. Look for candidates who actively involve all relevant parties and plan for contingencies.

How do you handle quality assurance and testing?

Sample Answer:”Quality is a team responsibility, but I play a role in defining the acceptance criteria and reviewing test plans. I collaborate with the QA team to ensure that we’re not just meeting functional requirements but also delivering a great user experience.”

Interpretation:QA isn’t just a final step; it’s an ongoing process. This question examines how proactive the candidate is when it comes to quality assurance. Look for Product Owners who are involved throughout the development lifecycle, ensuring that quality isn’t compromised.

What is your experience with product analytics?

Sample Answer:”I regularly use analytics tools like Google Analytics and Mixpanel to track user behavior, funnel metrics, and other key performance indicators. This data is invaluable for making informed product decisions and prioritizing the backlog.”

Interpretation:Analytics can provide deep insights into user behavior and product performance. This question aims to find out how comfortable the candidate is in using data to drive decisions. A strong Product Owner will not only gather data but also know how to interpret it and act upon it.

: The ability to interpret analytics and act on them is a sign of a data-driven Product Owner—one who can balance intuition and hard numbers.

How do you use data to make better product decisions?

Sample Answer:”I constantly monitor key metrics and set up A/B tests to validate assumptions. Data helps me prioritize features, understand user behavior, and measure the actual impact of changes we make. It’s not about hunches; it’s about informed decisions.”

Interpretation:This question aims to gauge how proficient the candidate is at making data-driven decisions. A Product Owner worth their salt will constantly look at data to validate assumptions and steer the product in the right direction. Watch for candidates who view data as a tool, not as a crutch.

How do you experiment and learn from failures?

Sample Answer:”I’m a big advocate of the ‘fail fast’ philosophy. We set up small experiments with measurable outcomes. If they succeed, we scale; if they fail, we learn why and either pivot or drop the feature. Failure isn’t a setback; it’s a learning opportunity.”

Interpretation:This question probes the candidate’s approach to experimentation and risk. Being willing to experiment—and fail—is crucial for innovation. It’s not just about taking risks; it’s about taking calculated risks and learning from them, whether they pan out or not.

: The ability to learn from failures and adapt accordingly is a hallmark of a great Product Owner. This skill is vital in today’s fast-paced product landscape.

How do you measure the impact of your product on the business?

Sample Answer:”I focus on metrics that align with business goals—like revenue growth, customer retention, and Net Promoter Score. I work closely with business analysts and stakeholders to ensure that the product’s impact is quantified and understood at the strategic level.”

Interpretation:This last question ties the product directly to the business’s bottom line. A capable Product Owner isn’t just tech-savvy; they’re business-savvy. They can connect the dots between the product and broader business objectives, ensuring that the product contributes to the company’s success.

Alright, we’ve covered a lot of ground in this chapter, haven’t we? From understanding the role to discussing frameworks, prioritization methods, and even digging into analytics and business impact. Trust me, if you can get a grasp on these general Product Owner interview questions, you’ll be way ahead of the game.

Ready for more? The next chapter will take us into the world of product discovery and management. It’s where ideas transform into action, so you won’t want to miss it.

You’ve made it to the golden chapter—Product Discovery and Management. Here, we’re going to dig deep into the trenches of what makes a Product Owner not just good but exceptional. From identifying customer needs and creating roadmaps all the way to managing stakeholder expectations and measuring ROI.

If you’re an interviewer, these questions will help you find a candidate who can navigate the complexities of product management like a pro. If you’re the one being interviewed, well, prepare to become a master of your craft.

Alright, so the questions we’ve lined up for this chapter are no walk in the park. They touch on the core activities that make or break a Product Owner’s performance. We’re talking about stuff that directly impacts whether a product soars or sinks.

For each question, we’ll provide a sample answer and an interpretation to help you understand what’s really being asked and what a great answer might look like.

How do you identify and validate customer needs?

Sample Answer:”I start by working closely with the sales and customer service teams to gather initial insights. Then, I’ll conduct customer interviews, and surveys, and analyze data to understand their pain points. Once I have a hypothesis, I validate it through A/B testing or MVPs before we commit any large resources to it.”

Interpretation:This question tests your methods for understanding your customer base. A great Product Owner doesn’t just guess what the customer wants; they take a systematic approach to identify and validate customer needs using both qualitative and quantitative data.

How do you develop and refine a product vision and roadmap?

Sample Answer:”I collaborate with stakeholders to define the product vision based on the company’s overall strategy and customer needs. Once the vision is clear, I create a product roadmap that outlines the key milestones and features. This is a living document, so I frequently revisit and adjust it as we learn more from customer feedback and market changes.”

Interpretation:A roadmap isn’t just a fancy to-do list; it’s a strategic document that aligns the team and stakeholders. The answer should show that you can develop a vision and roadmap but also that you understand they will evolve. Flexibility and adaptability are key.

How do you manage the product lifecycle?

Sample Answer:”I see the product lifecycle as a series of phases: ideation, development, launch, growth, maturity, and possibly retirement. I work closely with cross-functional teams to ensure we’re achieving the objectives set for each phase. For instance, in the growth stage, I focus on feature enhancements and customer engagement, while in the maturity stage, I may look at cost optimization.”

Interpretation:This question aims to find out if you’re aware that products go through different life stages, each requiring a unique management strategy. The answer should reflect your ability to adjust your focus and objectives depending on where the product is in its lifecycle.

How do you measure and analyze product usage data?

Sample Answer:”I use analytics tools like Google Analytics and Mixpanel to track key performance indicators such as user engagement, feature usage, and churn rate. I then segment this data by various customer demographics to get nuanced insights. Periodically, I’ll present this data to stakeholders and use it to inform our product strategy.”

Interpretation:The interviewer is looking to see if you’re data-driven and how you make use of metrics to inform your decisions. Your answer should show that you not only collect data but also interpret it in a way that benefits the product and the larger business goals.

How do you work with stakeholders to manage expectations and deliver value?

Sample Answer:”Managing stakeholder expectations starts with clear communication. I make sure to establish what the goals and limitations are for a project upfront. Throughout development, I keep stakeholders in the loop with regular updates and use their feedback to refine the product. My primary aim is to create the most value for both the customer and the business, which often aligns with stakeholder interests.”

Interpretation:This question is probing your interpersonal skills and your ability to balance diverse needs. The answer should show that you can communicate effectively, set clear expectations, and work collaboratively with stakeholders to deliver a valuable product.

How do you prioritize customer needs?

Sample Answer:”I use a variety of methods to prioritize customer needs, including customer interviews, surveys, and usage data. After collecting this information, I use a weighted scoring system that takes into account factors like customer impact, business value, and technical feasibility. This approach helps me prioritize what gets built and ensures alignment with our overall strategy.”

Interpretation:The question aims to evaluate how customer-centric you are and what methods you employ to ensure the product meets customer needs. Your answer should outline a systematic approach to understanding, evaluating, and prioritizing customer needs.

How do you conduct customer interviews and user research?

Sample Answer:”I usually start by identifying the key questions we’re trying to answer or hypotheses we’re looking to validate. Then I recruit participants who fit our target user profile. I opt for a mix of qualitative and quantitative methods—structured interviews for deep insights and surveys for scalable data collection. The findings are then synthesized and shared with the team to inform our product decisions.”

Interpretation:This question aims to assess your approach to customer-centric product development. A good answer would highlight your systematic methodology for gathering insights directly from users, not just using gut feelings or assumptions.

How do you analyze customer feedback and data to identify trends and patterns?

Sample Answer:”I use tools like customer relationship management (CRM) systems and analytics platforms to gather and analyze customer feedback. Then I categorize feedback into themes like ‘usability’ or ‘feature requests.’ I also employ statistical methods to identify trends over time. This helps the team to address issues and opportunities in a structured manner.”

Interpretation:The interviewer wants to know if you’re merely collecting data or actually making sense of it. Your answer should show that you have a structured way to analyze feedback and can convert that into actionable insights for the product.

How do you use customer insights to develop new products and features?

Sample Answer:”I use customer insights as the foundational building blocks for new product features. After gathering data through interviews, surveys, and analytics, I work closely with the engineering and design teams to turn those insights into functional requirements. We’ll usually start with a minimum viable product (MVP) to test our assumptions, then iterate based on real-world feedback.”

Interpretation:This question gauges how effectively you can translate customer insights into tangible product improvements. Your answer should illustrate a seamless transition from data collection to product development, emphasizing collaboration and iterative improvement.

How do you measure the success of your product discovery process?

Sample Answer:”Success in product discovery for me is primarily measured by the alignment between the delivered product and customer needs, as well as business objectives. I track KPIs like customer satisfaction scores, feature adoption rates, and, ultimately, ROI. If we’re consistently meeting or exceeding these metrics, it’s a good sign that our discovery process is effective.”

Interpretation:Here, the interviewer is looking to see if you have a feedback loop to measure the efficacy of your discovery process. Your answer should point to specific metrics and KPIs that you use to evaluate success, emphasizing a data-driven approach.

How do you create and maintain a product vision and roadmap?

Sample Answer:”I create a product vision based on a deep understanding of customer needs and market trends. This vision serves as the North Star for the entire product team. The roadmap is a living document that aligns with this vision but is flexible enough to adapt to new information and opportunities. I review and update it quarterly in consultation with stakeholders.”

Interpretation:The question wants to assess your strategic abilities. A good product owner doesn’t just focus on day-to-day tasks but also has a long-term vision. Your answer should convey that you’re capable of laying down the tracks for where the product should be heading while keeping an eye out for adaptability.

How do you break down large product goals into smaller, more manageable tasks?

Sample Answer:”I usually start by defining the larger objectives and the key results we’re aiming for. From there, I work with the team to break these down into epics and then into specific user stories or tasks. This ensures everyone knows their responsibilities and how their work feeds into the larger goal.”

Interpretation:This question aims to gauge your project management skills. How do you ensure that big, overwhelming goals become achievable? Your answer should demonstrate your ability to take a big vision and distill it down into actionable pieces, thereby making the path to success more manageable.

: When discussing the product roadmap or breaking down tasks, consider using project management tools or methodologies like Agile or Scrum. Not only does this help in organization, but it also shows that you’re well-versed in industry best practices.

How do you manage trade-offs between different features and requirements?

Sample Answer:”Trade-offs are a natural part of product development. I usually weigh the value each feature brings to the user against the cost and time needed to implement it. Prioritization frameworks like MoSCoW or the Kano model can be really helpful here. The key is to always align the decisions with the business goals and the product vision.”

Interpretation:This question tests your decision-making skills. Making trade-offs is tricky but essential in product management. Your answer should reflect your ability to keep the broader picture in mind while making granular decisions, ensuring you’re contributing positively to the user experience and the business objectives.

Sample Answer:”I rely on a mix of qualitative and quantitative metrics to track product progress. Metrics like user engagement, customer satisfaction scores, and conversion rates are my go-tos. I also use tools like Jira to track the development progress and ensure we’re moving according to the roadmap.”

Interpretation:This question focuses on your analytical and organizational skills. An adept product owner knows how to keep tabs on multiple aspects of the product. Tracking isn’t just about noting what’s done and what’s next; it’s about interpreting data to understand if you’re moving in the right direction.

How do you communicate the product roadmap to stakeholders and keep them updated on progress?

Sample Answer:”Transparency and regular communication are crucial. I typically use a combination of monthly meetings and quarterly reviews with stakeholders. In between, I send out bi-weekly updates via email. Tools like Roadmunk or Jira can also serve as live dashboards where stakeholders can check the current status of the roadmap.”

Interpretation:This question gauges your communication skills and your ability to keep multiple parties in the loop. Stakeholders could range from team members to executives or even external partners. The key takeaway is that you understand the importance of clear, consistent communication and have a structured approach to it.

How do you manage expectations and deliver value to stakeholders?

Sample Answer:”I make sure to involve stakeholders early in the decision-making process so there are no surprises. My goal is to strike a balance between what’s desired, feasible, and valuable. This involves setting clear objectives and KPIs so everyone knows what to expect. Most importantly, I aim for quick wins along the way to demonstrate value.”

Interpretation:This question is about diplomacy as much as it is about product management. Here, your answer should indicate your ability to manage complex relationships while keeping an eye on delivering real business value. This involves a blend of soft skills and analytical ability.

: Always ensure that your stakeholders feel heard. Even if you can’t implement every request or suggestion, acknowledging their input goes a long way in maintaining a positive relationship.

How do you measure the impact of your product on the customer and the business?

Sample Answer:”I believe in a data-driven approach. I monitor key performance indicators (KPIs) like customer engagement, user retention, and revenue metrics. Additionally, I listen to customer feedback and conduct user interviews to measure the qualitative impact. All of this helps me understand if the product is truly solving a problem or creating value.”

Interpretation:The interviewer wants to know if you can tie your product’s performance back to business goals and customer satisfaction. They’re looking for a combination of both qualitative and quantitative methods in your approach to ensure that you’re getting a full 360-degree view of your product’s impact.

What is your experience with different product discovery methods, such as user interviews, surveys, and analytics?

Sample Answer:”I’ve used a variety of discovery methods to get a well-rounded view. For instance, user interviews help me understand pain points and needs, surveys give me a broader understanding of customer preferences, and analytics show me actual behavior. I usually triangulate the data from these different methods for a more accurate picture.”

Interpretation:This question aims to assess your familiarity with different tools and methods for product discovery. A good product owner should be versatile in using a range of techniques for the most comprehensive understanding of user needs and market demands.

How do you use customer data to create personas and scenarios?

Sample Answer:”I analyze customer data, both quantitative and qualitative, to build out detailed personas. These personas represent different customer types who might use our product. I then create scenarios or user stories that depict how these personas would interact with our product. This helps the development team empathize with users and build more targeted features.”

Interpretation:The question aims to check your ability to transform raw data into actionable insights. Creating personas and scenarios is crucial for ensuring that a product is closely aligned with customer needs.

How do you prioritize customer needs based on business goals, technical feasibility, and customer impact?

Sample Answer:”I use a weighted scoring system. Customer impact gets a certain percentage, technical feasibility another, and alignment with business goals also contributes to the score. The features or needs with the highest scores become the top priority. This system ensures that we’re not just chasing what customers are shouting loudest for, but what aligns holistically with our strategy.”

Interpretation:This question digs into your decision-making process. It wants to uncover how you juggle various factors that often compete with each other. The goal is to see if you can make balanced decisions that serve both the business and the customer.

: Always keep an eye on changing business goals and customer feedback. Priorities can shift rapidly, so your system for prioritizing needs should be flexible enough to accommodate those changes.

How do you develop and validate product hypotheses?

Sample Answer:”Developing a hypothesis starts with identifying a customer need or business problem. I then make an educated guess on how a certain feature or change might solve that problem. To validate, I prefer running A/B tests or using other metrics to measure the effectiveness of the solution. The key is to start small, measure carefully, and scale when validated.”

Interpretation:This question is all about your approach to experimentation and risk-taking. The interviewer is looking to understand not just how you come up with ideas but how rigorously you test them before full-scale implementation.

How do you measure the success of product launches?

Sample Answer:”I look at a combination of metrics such as user engagement, feature adoption rates, and direct business KPIs like revenue or customer retention to gauge the success of a product launch. I also make sure to collect qualitative data, like customer reviews or interviews, to get a more complete picture.”

Interpretation:Here, the focus is on your understanding of success metrics. The interviewer wants to see if you know how to choose and analyze the right indicators that align with the goals of the product launch.

How do you manage the product lifecycle from ideation to retirement?

Sample Answer:”I follow a structured framework that starts with ideation, then moves to design, development, launch, and finally, maintenance or retirement. At each stage, I engage with different stakeholders and use metrics to evaluate whether we’re meeting our goals. If a product or feature isn’t meeting expectations, I’ll reassess its position in the lifecycle.”

Interpretation:This question aims to understand your holistic approach to product management. Can you oversee a product from cradle to grave? It’s about balancing long-term strategy and short-term tactics, all while dealing with the nuances that come at every stage of a product’s life.

How do you work with cross-functional teams to bring products to market?

Sample Answer:”I believe in a collaborative approach. I frequently hold cross-functional meetings to ensure that everyone is aligned on objectives and timelines. Open communication is key, so I use tools like Slack and project management software to keep everyone in the loop. Additionally, I make it a point to understand the challenges each team faces so we can find solutions together.”

Interpretation:The focus here is on your team collaboration skills. It’s not just about managing a product; it’s about managing relationships and workflows across different departments. The answer should reflect your understanding of the complexities and how you navigate them.

How do you measure the ROI of product investments?

Sample Answer:”To measure ROI, I combine quantitative metrics like customer acquisition costs, lifetime value, and revenue generated with qualitative feedback from customers and stakeholders. This blend provides a fuller picture of the value we’re gaining relative to the investment made.”

Interpretation:This question is a deep dive into your financial acumen and your grasp of key metrics. Companies want to know that you’re not just building things for the sake of building but that you understand the financial implications of your decisions.

How do you stay up-to-date on the latest product discovery and management trends, and best practices?

Sample Answer:”I regularly attend industry conferences, follow thought leaders on social media, and read publications like ‘Mind the Product.’ I also participate in webinars and online courses to continue honing my skills.”

Interpretation:Here, the employer is looking for a commitment to ongoing learning and improvement. It’s a fast-changing world out there, and they want to know you’re not going to get left behind.

: Always demonstrate a commitment to learning when answering questions about staying up-to-date. It’s not just about reading an article once in a while; it’s about applying new methodologies and perspectives in your role.

Phew, we’ve covered a lot of ground, haven’t we? From identifying customer needs to mastering the ROI of your product, these questions are meant to prepare you for the full spectrum of challenges a Product Owner may face. Up next, we’ll delve into the nitty-gritty of the technical aspects of being a Product Owner. Intrigued? You should be! Stay tuned!

Alright, now we’re getting to the technical meat and potatoes. Up until now, we’ve talked about the product owner’s role in terms of the bigger picture—backlogs, stakeholders, roadmaps, and all that jazz. But what about the nuts and bolts? What’s under the hood?

This chapter will guide you through the technical questions you’re likely to face in a Product Owner interview. Trust me, knowing your way around software development methodologies and tools is a huge advantage.

So, you think you’ve got the soft skills down? Cool, cool. But if you’re gonna nail that interview, you’ve gotta show that you can also speak the language of developers, engineers, and other tech folks. This section is full of questions designed to uncover your technical proficiency and how you apply it in real-world situations. Ready? Let’s dive in!

What is your experience with product development methodologies?

Sample Answer:”I’ve worked with various methodologies like Waterfall, Scrum, and Kanban. My personal favorite is Agile because of its flexibility and focus on iterative improvement. I’ve used Scrum in projects that had clearly defined sprints and deliverables, while Kanban was more suited for ongoing tasks.”

Interpretation:This question tests your familiarity with different frameworks that guide product development. It’s not just about knowing the names; you need to show that you understand the pros and cons of each and can adapt depending on the project’s needs.

What is your experience with different software development tools and technologies?

Sample Answer:”I’ve had experience with a range of tools like Jira for project management, GitHub for version control, and Slack for team communication. On the tech side, I’ve collaborated on projects using Java, Python, and frontend technologies like React.”

Interpretation:The interviewer is trying to gauge if you have hands-on experience with the tools and technologies that keep a development team running smoothly. You don’t need to be a pro, but you do need to show that you can navigate your way around these tools.

How do you work with engineers to estimate and deliver features?

Sample Answer:”I believe in having a transparent and collaborative relationship with engineers. We usually sit down to plan poker or use other estimation techniques to gauge the complexity and time needed for each feature. I make sure to involve them in the decision-making process, especially when it comes to trade-offs between quality and speed.”

Interpretation:The question digs into your ability to collaborate with technical team members. It’s key to show that you value their input in the estimation process and that you understand the technical constraints they might be working under.

: A successful product owner is a bridge between business goals and technical capabilities. Always involve engineers in the estimation process; their insights are invaluable.

How do you manage technical debt?

Sample Answer:”Technical debt is like any other debt; you can’t ignore it forever. I prioritize it just like I would any feature or bug, evaluating its impact on current and future development. Sometimes we allocate a portion of each sprint to address technical debt or set aside a whole sprint to tackle it head-on.”

Interpretation:Technical debt is an inevitable part of software development. The interviewer wants to know if you recognize its importance and have strategies to manage it. Ignoring technical debt can lead to a sluggish development process and a demoralized engineering team.

Sample Answer:”I follow a variety of industry blogs, podcasts, and webinars to stay current. I’m also an active member of several online communities where professionals share articles and insights. Whenever possible, I attend conferences to network and learn from experts in the field.”

Interpretation:This question aims to understand your proactive approach to learning and staying current. The tech landscape changes rapidly, so continuous learning is essential to being an effective product owner.

: Make a habit of dedicating a few hours each week to professional development. Whether it’s reading an article or taking a short online course, the investment pays off.

What is your experience with different types of software architectures?

Sample Answer:”I’ve worked with monolithic, microservices, and serverless architectures. Each has its own pros and cons and is suited for different kinds of projects. My role has often been to work closely with the technical team to understand which architecture best fits our product’s needs, scalability requirements, and the team’s expertise.”

Interpretation:The question gauges your familiarity with different software architectures and your ability to make informed decisions in collaboration with the technical team. Knowing the advantages and disadvantages of different architectures can guide better product development.

: You don’t need to be an expert in every type of software architecture, but having a solid understanding helps facilitate more productive conversations with your engineering team.

What is your experience with different types of databases?

Sample Answer:”I’ve had the chance to work with relational databases like MySQL and PostgreSQL, as well as NoSQL databases like MongoDB. My experience also includes some time with in-memory databases like Redis. Understanding the right type of database for a project has been crucial in ensuring performance and scalability.”

Interpretation:The question aims to assess your familiarity with various databases and their use cases. Knowing when to use a relational database versus a NoSQL database, for example, could be vital in certain project settings.

: While you don’t need to know SQL queries by heart, understanding the basic pros and cons of different database types is beneficial.

What is your experience with different types of caching mechanisms?

Sample Answer:”I’ve worked with both client-side and server-side caching. We’ve used technologies like Redis for in-memory caching to speed up data retrieval and also implemented CDN caching for static assets. The key has been to identify bottlenecks and solve them using the appropriate caching strategy.”

Interpretation:This question gauges your understanding of how to improve performance and the user experience through caching. Different types of caching have different benefits, and your experience here can be a valuable asset.

What is your experience with different types of testing?

Sample Answer:”I’ve been involved in projects that employed unit testing, integration testing, and end-to-end testing. While I’m not writing the tests myself, I work closely with the QA and development teams to ensure that our testing strategies align with our product goals and catch issues early.”

Interpretation:This question aims to check your understanding of testing methodologies. It’s not just about finding bugs; it’s about ensuring the product meets its requirements and functions as expected.

What is your experience with continuous integration and continuous delivery (CI/CD)?

Sample Answer:”My teams have used Jenkins and GitHub Actions to implement CI/CD pipelines. This has been crucial for maintaining a fast-paced development cycle and ensuring that the code is always deployable. It has also helped us catch issues early and improve code quality.”

Interpretation:Here, the interviewer wants to know if you understand the importance of CI/CD in modern software development. A good CI/CD setup is crucial for rapid, reliable deployments and high code quality.

: Familiarize yourself with common CI/CD tools and best practices—even if you’re not the one setting them up, you’ll likely be working closely with those who are.

What is your experience with cloud computing platforms?

Sample Answer:”I’ve had exposure to various cloud computing platforms, including AWS, Azure, and Google Cloud. We’ve leveraged these platforms for services ranging from data storage to machine learning models. They’ve been essential in scaling our products without the need to manage our own infrastructure.”

Interpretation:The question aims to identify whether you’re comfortable working in cloud-based environments. Cloud computing platforms offer scalable solutions for various tasks, and knowing your way around them can be a huge advantage.

What is your experience with security and privacy best practices?

Sample Answer:”I’ve worked closely with our security teams to ensure our products are compliant with GDPR and other privacy laws. This involves things like data encryption, secure data transit, and regular security audits. Security is not just an IT concern; it’s a product concern.”

Interpretation:This question probes into how well you understand and prioritize security and privacy, something increasingly crucial in today’s digital age.

: Being knowledgeable about regulations like GDPR or HIPAA, depending on your industry, can set you apart.

What is your experience with performance optimization?

Sample Answer:”Performance optimization has always been a focal point. I collaborate with engineers to profile our apps, identify bottlenecks, and then make data-driven decisions to improve speed and responsiveness.”

Interpretation:The interviewer is looking for evidence that you can recognize areas of improvement and act upon them, directly impacting the user experience.

What is your experience with scalability and reliability?

Sample Answer:”I’ve been involved in projects that had to scale quickly due to high demand. This included load testing, database sharding, and implementing failover strategies to ensure reliability. It’s always a balance between cost and performance.”

Interpretation:Scalability and reliability are key in any growing product. This question assesses if you have practical knowledge to guide a team through growth challenges.

What is your experience with logging and monitoring?

Sample Answer:”My role involves understanding system health, so I work with tools like New Relic and Grafana for logging and monitoring. They help us spot issues before they become critical, giving insights that drive our product decisions.”

Interpretation:The question checks whether you understand the importance of proactive issue detection and system monitoring in maintaining a healthy product.

What is your experience with error handling and debugging?

Sample Answer:”I’ve worked closely with development teams to implement robust error-handling strategies. We use tools like Sentry to monitor and flag issues in real-time, and I’ve even gotten my hands dirty with debugging to understand what’s really going on.”

Interpretation:This question aims to understand your familiarity with the debugging process and how proactive you are in solving problems. Knowing how to handle errors is crucial for any product’s long-term success.

What is your experience with version control systems?

Sample Answer:”I’m well-versed in Git. It’s been an indispensable tool for source code management, allowing our teams to collaborate efficiently, revert to older versions of code when necessary, and keep a detailed history of changes.”

Interpretation:The question assesses if you can manage codebase versions effectively, which is crucial in a multi-developer environment.

: Familiarity with branching strategies like Git Flow or GitHub Flow could make you more appealing to employers.

What is your experience with project management tools?

Sample Answer:”I’ve used a range of project management tools like Jira, Asana, and Trello. These tools help me track progress, manage sprints, and ensure that everyone stays on the same page.”

Interpretation:This one’s pretty straightforward—the interviewer wants to know if you’re comfortable using tools that help keep work organized.

What is your experience with technical documentation?

Sample Answer:”Documentation is a part I take seriously. Whether it’s API documentation or internal wiki, I ensure that the docs are clear, up-to-date, and accessible, making life easier for everyone involved.”

Interpretation:Technical documentation is often overlooked but is vital for the maintainability of a project. This question checks if you give it the importance it deserves.

What is your experience with open-source software?

Sample Answer:”I’m a strong advocate for open-source software. I’ve contributed to a few projects and even initiated one. It’s an excellent way for teams to benefit from collective intelligence.”

Interpretation:Here, the interviewer is trying to gauge your willingness to collaborate and your views on open-source culture, which fosters innovation and community involvement.

What is your experience with contributing to code repositories?

Sample Answer:”I’ve actively contributed to internal code repositories, especially during the development phase of a new feature. While I don’t code full-time, my contributions mostly involve code reviews and sometimes adding small utility scripts.”

Interpretation:This question seeks to understand how hands-on you are with code, even if coding isn’t your primary responsibility. Being comfortable with repositories shows you can bridge the gap between technical and non-technical aspects of a project.

What is your experience with participating in technical discussions?

Sample Answer:”I often participate in tech discussions, be it architecture planning or code reviews. While my role doesn’t require me to be deeply technical, understanding what’s being discussed helps me make informed decisions.”

Interpretation:The interviewer wants to know if you can keep up with technical conversations and contribute meaningfully. This is vital for a technical product owner, as it ensures you’re not just a messenger between teams but a contributor.

What is your experience with learning new technologies?

Sample Answer:”I love diving into new technologies. Recently, I took a course on Kubernetes as our team is considering it for future projects. I believe staying current is key to effective product management.”

Interpretation:This question aims to find out if you’re someone who keeps their skill set up-to-date. In a rapidly evolving tech environment, adaptability is a crucial trait.

: When you’re in tech, learning never stops. Keep an eye on courses, workshops, and webinars related to your field.

What is your experience with staying up-to-date on the latest product development trends and best practices?

Sample Answer:”I subscribe to several tech news outlets and blogs. I also attend industry conferences and webinars. It’s part of my job to know what’s on the horizon so I can steer the product in the right direction.”

Interpretation:Here, the interviewer is looking to see if you take the initiative to stay ahead of the curve. Being proactive in learning about new trends shows that you’re not just doing your job, but looking to excel in it.

You’ve made it through Chapter 4, and by now, you should have a solid grasp of the types of technical questions you might encounter as a product owner. These questions are a blend of technical know-how and soft skills, and mastering them will make you a strong contender in any interview.

But hey, don’t relax just yet. Coming up in Chapter 5, we’ll delve into case study questions that often come up in product management interviews. Think of it as the ultimate test of your problem-solving prowess. See you there!

Welcome to Chapter 5! By now, you’ve got the technical and product management questions down pat. In this chapter, we’re switching gears to focus on behavioral questions. These are the ones that dig into your soft skills, your ability to work in a team, and your emotional intelligence. After reading this chapter, you’ll be armed with the insights you need to tackle these tricky questions like a pro.

Alright, you’ve got your technical skills up to speed. Now, let’s talk about the soft skills, the real bread and butter of product ownership. Soft skills can make or break an interview; you might know all there is to know about product development, but if you can’t deal with people, well, you’re going to hit a wall. So let’s jump into some questions to help you prepare.

Tell me about a time when you had to deal with a difficult customer.

Sample Answer:We had a customer who was not happy with a recent update to our product. They felt that the changes made the interface less intuitive. I scheduled a one-on-one call to listen to their concerns and then worked with the development team to explore possible solutions.

Ultimately, we were able to implement some of their feedback in a subsequent update, which not only made that customer happy but improved the product for everyone.

Interpretation:This question tests your people skills and problem-solving ability. Interviewers want to see how you handle criticism and conflict, and whether you can turn a negative situation into a constructive one.

Tell me about a time when you had to make a difficult decision about the product.

Sample Answer:We had two major features in the pipeline, but due to resource constraints, we could only focus on one. I led the team through a decision-making process, examining the ROI and customer demand for each feature. Ultimately, we chose the one that aligned most closely with our business goals and customer needs, even though it was technically more challenging.

Interpretation:This question aims to gauge your decision-making skills, especially when resources are limited. It also checks whether you can prioritize based on strategic alignment rather than personal bias or ease of implementation.

Tell me about a time when you had to work with a cross-functional team to achieve a goal.

Sample Answer:Our product was suffering from frequent downtime, affecting customer satisfaction. I coordinated with the engineering, IT, and customer service teams to diagnose the root cause and find a solution. After a few brainstorming sessions, we identified the issue and fixed it, reducing downtime by 40%.

Interpretation:This question is a test of your teamwork and leadership skills. Can you bring together different departments with varying priorities and viewpoints to solve a complex problem?

: Behavioral questions often follow the “STAR” method: Situation, Task, Action, and Result. Try to frame your answers using this structure to provide a complete and concise response.

Tell me about a time when you had to deal with a setback.

Sample Answer:We were set to launch a new feature that the team had been working on for months. However, a week before the release, we found a major bug that needed immediate attention. I coordinated with the development team to prioritize fixing the bug and communicated the delay transparently to our stakeholders. It set us back two weeks, but we were able to launch without any major issues.

Interpretation:Life throws curveballs, and employers want to know how you handle them. This question assesses your problem-solving skills and your ability to maintain your composure under pressure. It’s also a chance to show that you can communicate effectively during challenging times.

Tell me about a time when you had to go above and beyond to deliver value for the customer.

Sample Answer:We had a customer who needed specific customizations to our product to meet regulatory requirements. These were outside the scope of our standard offering. After discussing it with the team, we decided to go the extra mile and create a custom solution. This not only helped secure a long-term contract but also led us to expand our product for similar clients in that industry.

Interpretation:This question dives into your commitment to customer satisfaction and your willingness to take that extra step. Employers want to see that you can identify opportunities to deliver exceptional value, even if it requires extra effort.

Tell me about a time when you had to manage a tight deadline.

Sample Answer:We had a client who needed a set of features built in just two weeks, which was half the time we usually require. I sat down with the team to assess the feasibility and then mapped out a daily action plan. We had to put in some extra hours, but we managed to deliver on time without compromising on quality.

Interpretation:Deadlines are a part of any job, and this question is all about your time management and leadership skills. Can you mobilize a team under tight deadlines while ensuring high-quality output?

: When answering behavioral questions, be specific. Vague or generic answers can make it hard for the interviewer to gauge your experience and problem-solving abilities. So use real-life examples that demonstrate your skills in action.

Tell me about a time when you had to deal with a conflict within the product team.

Sample Answer:There was a situation where our developers and designers were at odds over the implementation of a new feature. The designers felt it was being rushed, while the developers felt the design was overly complicated.

I arranged a meeting to allow both sides to present their case. After understanding the concerns, I proposed a middle-ground solution that met the technical limitations and the design requirements. This resolved the tension, and we moved forward cohesively.

Interpretation:This question is all about your conflict resolution skills. It looks at how you handle interpersonal issues that could potentially impact productivity. The aim is to demonstrate that you can mediate disputes effectively while finding solutions that are acceptable to all parties involved.

Tell me about a time when you had to say no to a customer request.

Sample Answer:A customer requested a feature that would have required a significant amount of time and resources to implement. After evaluating the request, it became clear that the feature wouldn’t be beneficial to our broader customer base. I had to decline, but I did so by explaining our reasoning and offering an alternative solution that could meet their needs without requiring a custom feature.

Interpretation:Customer requests are common, but not all can or should be accommodated. This question evaluates your ability to maintain a balance between customer satisfaction and the company’s broader goals. It’s important to demonstrate that you can make tough decisions and communicate them diplomatically.

Tell me about a time when you had to learn a new skill quickly.

Sample Answer:When we adopted a new analytics tool, I realized I had to get up to speed fast to make the most of its features. I dedicated a weekend to going through tutorials and testing out various functions. By Monday, I was able to train the team on how to use it effectively, and we saw an immediate improvement in our data-tracking capabilities.

Interpretation:The tech industry is always evolving, and this question assesses your ability to adapt and learn quickly. Show that you can take the initiative to bridge skill gaps, especially when it can lead to immediate improvements in your work or the team’s performance.

Use the STAR method (Situation, Task, Action, Result) to structure your answers. It helps you to keep your responses focused and full of relevant details.

Tell me about a time when you had to work under pressure.

Sample Answer:We were launching a new feature, and the deadline was rapidly approaching. A key member of our team fell ill, and the pressure was on to get everything finished. I reorganized the team’s tasks, took on some additional responsibilities myself, and arranged for some short-term outside help. In the end, we managed to launch on time without compromising on quality.

Interpretation:This question tests your resilience and ability to maintain high performance when the stakes are high. Show that you can think on your feet, re-organize priorities, and lead the team effectively to meet deadlines.

Tell me about a time when you had to deal with a difficult stakeholder.

Sample Answer:A stakeholder was not happy with the pace of the project and was very vocal about their concerns, causing tension in the team. I arranged a one-on-one meeting with them to better understand their worries. It turned out they were missing some information on why certain decisions were made. I provided them with a detailed update and set up a regular check-in to keep them in the loop, which successfully eased their concerns.

Interpretation:Managing stakeholder relationships is a big part of a Product Owner’s role. This question probes your people skills and your ability to turn a potentially negative situation into a constructive one.

Tell me about a time when you had to make a decision without all of the information you needed.

Sample Answer:We had to choose between two features, but we didn’t have complete user data for either. Instead of waiting, I chose to implement the feature that aligned more closely with our long-term goals and could be built upon in future iterations. It turned out to be the right call, as it saw higher user engagement and gave us valuable insights for further development.

Interpretation:Decisions often have to be made on the fly in the fast-paced tech world. This question gauges your ability to make sound decisions based on available information, intuition, and long-term objectives.

: While it’s crucial to provide specific examples, remember to focus on the outcomes too. The result part of your answer should clearly state the positive impact of your actions.

Tell me about a time when you had to change your plans based on new information.

Sample Answer:We had a feature in the pipeline that we were very excited about. However, halfway through the development, new user research showed a shift in customer needs. We had to pivot quickly, dropping the original feature and designing a new one that better met the new user expectations. It was challenging but ultimately led to higher customer satisfaction.

Interpretation:Change is constant in the tech world. This question gauges how well you adapt to new information and whether you’re agile enough to change course when needed.

Tell me about a time when you had to admit that you were wrong.

Sample Answer:I pushed for a feature I thought would be a game-changer. Despite some team reservations, we went ahead. However, after the launch, the numbers told a different story. I had to admit I was wrong, and we quickly rolled it back. It was a humbling experience, but it opened the door for better team collaboration in the future.

Interpretation:Nobody’s perfect, and humility is an essential quality for any leader. This question explores your ability to own up to mistakes and learn from them.

Tell me about a time when you had to apologize to a customer.

Sample Answer:During a product rollout, we encountered some unforeseen bugs that affected the user experience. I personally reached out to affected customers to apologize and kept them updated as we resolved the issue. We also offered them a small token of our appreciation for their patience, like a month of free service.

Interpretation:Customer relations can make or break a product. This question assesses your skills in crisis management and your ability to maintain customer trust even when things go awry.

: Authenticity is key when answering these questions. Interviewers can tell when you’re not being genuine. Keep it real and focus on what you learned from each situation.

Tell me about a time when you had to go the extra mile to help a customer.

Sample Answer:We had a customer who was struggling to integrate our product into their system. Even though it wasn’t strictly in our scope of support, I worked closely with our engineers to create a custom solution for them. We invested extra hours but ensured a seamless experience for the customer, who turned into one of our biggest advocates.

Interpretation:This question wants to see if you’re willing to go beyond the job description to deliver exceptional customer service. It tests your commitment and problem-solving skills.

Tell me about a time when you had to deal with a product defect.

Sample Answer:Right after a major release, we started receiving reports about a critical bug affecting data storage. We immediately pulled the team together for an emergency fix and rolled it out within hours. I also communicated transparently with our customers throughout, explaining the issue and our steps to resolve it.

Interpretation:Product defects are inevitable. This question assesses how you manage crises, from problem-solving to customer communication.

Tell me about a time when you had to manage a customer support issue.

Sample Answer:A customer reached out, frustrated about a feature not working as expected. Rather than pushing the issue to our support team, I decided to handle it personally. I talked to the customer to understand their concerns better and coordinated with the engineering team to solve the issue. I kept the customer updated at each step and ensured that their problem was resolved.

Interpretation:Handling customer issues is not just about resolving the problem; it’s also about managing the customer’s experience through the process. This question examines your people skills and attention to detail.

Tell me about a time when you had to escalate a problem to a higher level.

Sample Answer:We were facing a recurring issue with our payment gateway, and despite repeated attempts, the issue wasn’t getting resolved. I escalated the matter to our CTO and CFO, laying out the business implications and potential customer loss. They prioritized it, and we quickly found a solution.

Interpretation:The question aims to uncover your judgment skills. Do you know when to handle things yourself and when to bump them up the chain? It also tests your communication skills at higher levels of management.

Tell me about a time when you had to give a presentation about the product to a group of stakeholders.

Sample Answer:I was responsible for presenting our quarterly product roadmap to a mix of stakeholders, from executives to developers. I prepared extensively, tailoring my presentation to address the interests and concerns of the varied audience. The presentation was well-received, and it facilitated better alignment across departments.

Interpretation:This question gauges your communication and persuasion skills. Can you present technical information in a way that engages and convinces a diverse audience?

Tell me about a time when you had to write a technical document about the product.

Sample Answer:When we were transitioning to a microservices architecture, I took the lead in documenting the entire process. I included technical specifications, data models, and even created some UML diagrams. This document later served as a key resource for onboarding new engineers.

Interpretation:Here, the interviewer is interested in your ability to convey complex technical details in a format that others can follow. It tests your understanding of the product’s technical aspects and your communication skills.

Tell me about a time when you had to contribute to a product design or development discussion.

Sample Answer:During a planning meeting for a new feature, there were differing opinions on the implementation. I chimed in with some user data and a mock-up I’d prepared earlier. My contributions helped break the stalemate, and we were able to move forward.

Interpretation:The question looks into your collaborative skills. Are you proactive? Can you contribute effectively to discussions that involve cross-functional expertise? It’s also a check on how well you understand the development process.

: Remember to focus not just on what you did but also on why you did it. This offers more depth to your answer and shows your thought process.

Tell me about a time when you had to mentor or train a new product team member.

Sample Answer:We hired a new associate product manager. I took the lead on getting her up to speed by designing a two-week onboarding plan that covered everything from company culture to our specific workflow. I also set up weekly check-ins to address any questions she had. Within a month, she was fully onboard and even led her first sprint planning.

Interpretation:This question probes your leadership and mentoring skills. How effectively can you bring a newcomer up to speed? Are you patient and approachable as a mentor?

Tell me about a time when you had to lead a product team through a change.

Sample Answer:We had to pivot our product focus due to changing market conditions. I led the team through the change by clearly communicating the rationale and new objectives. I also reassured the team and managed to redistribute tasks to align with the new focus effectively.

Interpretation:This question is all about change management. How well can you steer your team through uncertainty or a shift in direction? Your communication and leadership skills are under the spotlight here.

Tell me about a time when you had to celebrate a product’s success.

Sample Answer:After hitting our Q3 goals ahead of schedule, I organized an informal team dinner to celebrate. I also made sure to publicly acknowledge each team member’s contributions during our next all-hands meeting. Celebrating the win boosted morale and strengthened team cohesion.

Interpretation:The interviewer is looking to see if you recognize and celebrate achievements. It speaks volumes about your team spirit and your understanding of how recognition impacts motivation.

Tell me about a time when you had to learn from a product failure.

Sample Answer:We launched a feature that didn’t resonate with our users. Instead of brushing it off, we conducted a post-mortem to analyze what went wrong. The experience was humbling but also incredibly enlightening. We’ve since applied those lessons to future projects, improving our success rate.

Interpretation:How you handle failure is as important as how you handle success. This question tests your ability to learn and adapt. Do you take failure as a learning opportunity, or do you move on without any introspection?

: Always frame your answers in a way that shows your contribution and its impact. Use numbers or specific outcomes to make your story more compelling.

Tell me about a time when you had to balance the needs of different stakeholders.

Sample Answer:We were developing a feature where the marketing team wanted ease of use to attract new customers, while the engineering team was concerned about system performance. I set up a meeting to discuss the goals and constraints from each side. We eventually agreed on a middle-ground solution that met most needs without compromising system integrity.

Interpretation:This question examines your negotiation and conflict-resolution skills. Can you find a balanced solution that serves multiple interests without causing friction?

Tell me about a time when you had to make a decision that was not popular with everyone.

Sample Answer:I had to decide to cut a feature that was beloved by some of our power users but was causing maintenance headaches and didn’t align with our core strategy. I explained the rationale transparently and offered alternative solutions, but not everyone was happy. However, it was crucial for the long-term health of the product.

Interpretation:Here, the focus is on your decision-making skills and your courage to make tough calls. Are you willing to make an unpopular decision if it serves the greater good?

Tell me about a time when you had to stand up for what you believed in, even though it was difficult.

Sample Answer:We were under immense pressure to launch a new feature quickly. I strongly believed that releasing it without adequate testing would harm our brand and customer trust. Despite pushback, I argued for delaying the release until it was fully tested. The team wasn’t thrilled, but when we did launch, it was a smooth rollout with minimal issues.

Interpretation:This question explores your values and ethical standpoints. Can you hold your ground under pressure, especially when the stakes are high?

And there you have it—the ins and outs of behavioral questions you’re likely to encounter in a Product Owner interview. These questions provide a panoramic view of who you are beyond just your technical skills. So, rehearse, but also let your true self shine through.

Up next, we’ll delve into scenario-based questions. These will place you in hypothetical yet realistic situations to see how you’d act. Trust me, you don’t want to miss this!

Welcome to Chapter 6! If you’ve made it this far, you’re definitely serious about acing that Product Owner interview. This chapter takes a little detour from the expected and dives into questions that are often considered ‘bonus material’ in interviews.

They’re the curveballs interviewers like to throw in to get a well-rounded view of your capabilities. What’s coming up? You’ll learn how to articulate your approach to team success, stakeholder relationships, and a whole lot more.

Let’s get this out of the way: these questions are not just fluff. They are designed to drill down into the soft skills, philosophies, and unwritten rules that make a Product Owner truly exceptional. Forget surface-level; we’re going deep. Intrigued? You should be.

How do you measure the success of your product team?

Sample Answer:Measuring the success of a product team isn’t just about numbers or ticking off a checklist. It’s multifaceted. I focus on key performance indicators (KPIs) such as sprint velocity, bug rates, and customer satisfaction scores.

But I also weigh in on more qualitative aspects like team morale, quality of collaboration, and innovation. I make it a habit to hold retrospective meetings to review these metrics and also take into account the team’s feedback. This gives me a 360-degree view of how we’re doing and what areas need improvement.

Interpretation:The interviewer wants to see if you have a balanced approach to measuring success. Do you rely solely on hard metrics, or do you also consider the human elements that make a team thrive? Your answer should reflect that you appreciate the complexity of team dynamics in addition to traditional success metrics.

How do you build and maintain trust with your stakeholders?

Sample Answer:Building and maintaining trust with stakeholders is like planting a tree. First, you lay the groundwork—by setting clear expectations and aligning on goals. As we move along, I make sure to provide consistent updates through regular meetings and dashboards that track our progress.

If we hit a snag, I don’t sugarcoat it. Transparency is key. Over time, this approach helps me build a history of reliability, making it easier to navigate challenges and make collaborative decisions in the future.

Interpretation:Trust is the backbone of any productive relationship with stakeholders. The interviewer wants to know if you are proactive, transparent, and reliable. Your answer should indicate your commitment to these principles and provide concrete examples of how you’ve put them into practice.

How do you deal with uncertainty and ambiguity?

Sample Answer:Uncertainty and ambiguity are part and parcel of product development. The way I handle it is by adopting a flexible approach and not being too married to a plan. I use Agile methodologies to adapt to changing requirements quickly.

If something’s unclear, I’m not afraid to ask questions or pull in experts for opinions. It’s better to seek clarity upfront than to proceed based on assumptions that might later derail the project.

Interpretation:Uncertainty is inevitable; how you handle it is what makes you stand out. The interviewer wants to gauge your adaptability and problem-solving skills. Your answer should demonstrate that you have strategies in place to deal with unknowns and can pivot effectively when needed.

How do you handle change requests during development?

Sample Answer:When a change request comes in during development, I first evaluate its impact on the project timeline, budget, and resources. If the change is minor and aligns with the goals, I consult the team and integrate it into the current sprint or backlog.

For more significant changes, I loop in all stakeholders for a discussion to reassess our priorities. In all cases, communication is key—I make sure everyone involved understands why the change is happening and what it entails.

Interpretation:Change is constant in product development. This question tests your capacity to manage changes without derailing the project. The interviewer is looking for signs that you are methodical, communicative, and consultative when changes occur.

: When dealing with change requests, always consider the bigger picture. A seemingly small change could have a ripple effect on the entire project, affecting not just your team but also other departments and even the end users.

How do you manage risk and ensure product quality?

Sample Answer:Managing risk starts with identifying potential pitfalls early on. I like to use techniques such as SWOT analysis or risk matrices to get a clear view. Once identified, I prioritize them and develop mitigation strategies.

As for product quality, it’s an ongoing process. We use various testing methods, both automated and manual, to ensure the product meets our quality standards. Regular reviews and feedback loops with the development team and stakeholders help keep quality top-of-mind.

Interpretation:This question seeks to understand your proactive approach to risk and quality management. The interviewer wants to know if you have a structured way to identify, assess, and mitigate risks, as well as ensure the end product is up to snuff.

How do you measure the impact of your product on the bottom line?

Sample Answer:I use a mix of qualitative and quantitative metrics to assess impact. KPIs like customer acquisition cost, lifetime value, and churn rate provide a direct link to the financial health of the product. Additionally, customer satisfaction surveys and NPS scores give us qualitative insights. It’s crucial to monitor these regularly and adjust our strategy to continually improve the product’s financial performance.

Interpretation:The question is all about ROI (Return on Investment). The interviewer is trying to find out if you think beyond the development phase and consider how the product contributes to the company’s financial goals. Your answer should indicate that you understand both hard numbers and the more nuanced aspects that contribute to a product’s financial success.

How do you stay up-to-date on the latest product development trends and best practices?

Sample Answer:I’m always learning. I subscribe to industry newsletters, follow key influencers on social media, and regularly read books and articles on product management. I also attend webinars, conferences, and workshops whenever possible. Networking with other professionals in the field helps me gain different perspectives and keeps me on the cutting edge of best practices.

Interpretation:The question is probing your commitment to professional development and continuous learning. Your answer should show that you’re proactive about staying current in your field, which is crucial in the ever-evolving world of product development.

How do you contribute to the product community?

Sample Answer:I enjoy sharing knowledge and have given talks at local meetups and written articles on product management best practices. I also participate in online forums and mentor junior product managers. Giving back to the community is rewarding and helps me refine my own understanding of what it takes to excel in this role.

Interpretation:This question aims to assess your level of engagement within the broader product community. It speaks to your willingness to contribute beyond your job description, showing a deeper passion for your work. The best part? It shows that you don’t just consume information but also contribute to collective knowledge.

: When preparing answers to these questions, think about how your ongoing learning and community engagement make you not just a better product owner but also a valuable asset to any team.

What is your favorite product, and why?

Sample Answer:My favorite product is the Tesla Model S. I admire how it has disrupted the automotive industry by offering a fully electric vehicle without compromising on luxury or performance. It’s not just a car; it’s a statement about sustainability and innovation.

Interpretation:This question is trying to gauge your passion for products and what aspects you value most. Your answer can provide insights into what you prioritize—be it innovation, user experience, sustainability, or something else.

What is your dream product, and why?

Sample Answer:My dream product would be an affordable, compact water purification system that can convert any source of water into safe drinking water instantly. It would have the potential to solve water scarcity issues and dramatically improve public health worldwide.

Interpretation:This question aims to uncover your aspirations and vision. It offers a window into what you think is missing in the market or society and how you’d use your skills to address that.

Wow, what a journey through the bonus questions, right? These questions were designed to get into the nitty-gritty of your personal preferences, community involvement, and future goals. Not only do they help potential employers gauge whether you’re a good fit for the team, but they also offer you a moment of self-reflection.

Phew! We’ve covered a lot of ground together, haven’t we? From acing the technical aspects of a Product Owner interview to handling those tricky behavioral questions, this post aims to arm you with the knowledge you need to stand out in your next interview. Whether you’re a seasoned pro or just breaking into the field, these insights can help you articulate your expertise and passion effectively.

Got questions? We’re all ears! Feel free to drop your queries in the comments below. And if you found this post helpful, why not do a good deed and share it with your network? Trust me, your friends will thank you for it!

If you’re eager to dive deeper, don’t hesitate to explore our other posts. There’s a treasure trove of tips, advice, and industry insights waiting for you.

So, what are you waiting for? Go get that dream job, and let us know how it went!

IMPORTANT NOTICE

Here at Evinex, we value your privacy and peace of mind. That's why we promise never to reach out without your prior consent, and you won't be receiving any text messages (SMS) from us. Let's join forces to fight SPAM and SCAM together!

Have you received contact from someone claiming to be part of our team?

We're here to help – please let us know and learn how you can help us combat this issue:  Evinex Against SCAM

Reach out to us for a consultation.

Let us help you find the talent your business needs. Contact us today for expert staffing and technology consulting services.

Newport Beach, CA

[email protected]

Connect with us on LinkedIn!

© Evinex Corporation