Understand:

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Understanding the Product

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Problem Statement

Your product growth is slow!

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Solution - https://web.dezyit.com/

Accelerate your product-led growth through rapid experimentation and validation

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• Website: 1st Touchpoint of Acquisition (www.dezyit.com)
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• Google Search Result - Brand Related Queries
• • Dezy It
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  • Speed up your growth with Dezy It
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  • Design led growth with Dezy It
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  • Sprint with Dezy It
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• Li Page
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​Understanding the User

Structured Approach for User Interviews:

• Talk about their process/experience
• Problems, insufficiencies
• Identify if they are ideal ICP - Show them quick demo and share the link post call. 
• Then follow-up for next call

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User Insights:

Tushar Gupta - Product Growth Manager Times Internet

​Process:

• Define the metrics/goals like getting more people to buy
• Top to bottom approach - First try to get the north star metrics and then plan on talking to users about problem
• Talking to user is a challenge, have to give incentive
• Then the designers design the flow and discuss with the tech team
• Bandwidth issue is huge in my company, have limited design resource and technical resource for experiments
• Use data analysis for measuring the success of the experiment
• And then set up weekly call with stakeholder to show progress

Tools used:

• Google docs
• Jira
• Notion - sometimes

Challenges:

• Awareness is the main issue, the team is not aware of product-led growth. They understand growth experiments as marketing activities. I have to convince a lot to people on why we are doing this.

Feedback on Product

• Sounds interesting
• Can I try the product? What is the pricing?

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Gunjan Maheshwari - Senior Product Manager, Global Ecomm. Dell

Process:

• There are many product teams and they have product managers.
• Growth product team is very different from these
• We as the growth team look at data and suggest changes that directly impact revenue.
• We target low hanging product revenue changes and optimizations
• Growth team suggest and align the product teams
• Looking at data validates the experiments success.
• A/B Testing for design changes.
• Design team are involved and growth product team is closely connected with Design team to quickly mockup things.
• The process is documented in PPT
• There is a 2 week period to define and prepare PPT. Then there is alignment calls to showcase PPT.
• If anyone have any concerns, they comment on PPT. Then after discussion we come to middle ground and assign to product line manager.
• There is research team who speaks to users. They have their own methods on capturing data and we get insights from them.
• The product insight we get after we launch the product through A/B testing.
• The Stakeholder look at topline. yes or no

Tools used:

• Used PPT
• share ppt for finalize on the designs and changes

Challenges:

• Alignment issues. Sometime you as a growth team you want to get the revenue boost. The product team denies sometimes so they can take those ideas within their backlog and highlight their team.
• To convince product teams sometimes it’s data or they do it when high order influence it there that this is coming from Growth product team.
• There are a lot of alignment calls

Feedback on Product

• Design looks good and side panel seems interesting.
• It’s possible to buy. As there are alignment issues. if one team has to do it, it’s easier for dezy it to enter but convincing all the teams might be challenging.
• If they all the using Jira and also the growth product team is not liked by people so

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Shubham Baranwal - Product Manager, Ninjacart

Process:

• Define the metrics
• Then it going to drill down by how product team to contribute
• Consistency increase the percentage of users
• You have to give the percent results
• Defining user 0-1 and existing users(Churned)
• Define their journey/user flow
• Supporting Levers to increase the metrics from pain points
• While defining ideas/experiments - Need to define benchmarking the numbers/metrics
• Designers are included on experiments. sometimes not required for tech experiments
• Validation Happens
• Stake holders are required in major changes
• Tools I use are Figma and whimsical, for documentation I use Jira.

Challenges:

• User insights is a challenge as I run the experiment on huge user base, so I don’t find out whether the experiment is wrong or the user base is wrong.
• I do target experiments based on user behaviours.

Feedback on Dezy It

• It is good repository of items
• This is good structure. If growth experiment is happening at a rapid pace. When you are moving fast you can miss few steps. This structure helps.
• Can you customize these steps?
• Once they adapt dezy it, no one has to worry about where to find the relevant documents and items for growth sprints.
• It’s a one stop shop for reference as sometimes you forgot why you have done this change.
• The experiments that you are running are working on not? How can I align my teammate.
• This is ideal for companies where experiments happening rapidly.
• The Buyer is CPO and they get influenced by Product and the person who will pay is CFO. They will analyze ROI of the tool.

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Niyatee Dwivedi - Product Manager, Bharatpe

Process

• Construct of the feature should be well defined
• I don’t include tech because they go deep into feature level
• My objective and their objective will never align
• I go to them to analyze impact from tech on live product - I go to them with ideas and ask impact
• Collaboration on Product manager level - takes a lot of time
• I do not include growth people in ideation time. I include them on Impact analysis time - Cause Benefit analysis
• Prefer A/B testing
• As a product manager, the requirement either comes from my end. I derive the requirement or it comes from CXO's. I set up priorities
• I prepare very high level wireframe to represent ideas
• I don’t include designers at planning state as it is a time consuming state. When we are close to starting development that’s when I include designers.
• I take a call on which ideas to go ahead with and share with Design and Dev
• We speak to user where basic features are ready
• Validation at design level happens on the companies which are retail focused. Mainly B2C.

High Level summary

• Growth is not just about numbers but also about the product's essence.
• Aligning objectives between growth scenarios and tech processes can be challenging due to differing perspectives.
• Aim to ship out the best-fit product feasible within constraints, targeting 70% stakeholder satisfaction.
• Testing results should be presented in a clear format, indicating priorities for implementation.
• Evaluating concepts and impact analysis on requirements to avoid unnecessary tasks.
• Understanding the tech team's response rate regarding feasibility and agreement on requirements.
• Limited involvement of designers due to resource scarcity; focus on practicality over elaborate designs.
• Coordination with designers at key stages to align logical flow with technical implementation.
• Figma and Miro are primarily used for idea framing.
• A/B testing is crucial for campaigns to gauge user responses effectively.
• Engaging users after developing an MVP helps in refining the product based on initial feedback.
• Features are validated after spending 15-20 days in development through user interactions.

Apoorva Saraswat - Ex Product Manager Lenskart

Process, Problems & Insufficiencies -

• Start with a discussion, decide the experiments, measure the impacts and efforts as much as possible.
• Check the availability of the engineering team, not a lot of bandwidth so had to be plan and prioritise.
• Main Target was revenue, so we used to prioritise according to that.
• For Sprints, we were maintaining Jira on Fridays but not dilligently, would end up using Google Docs.
• The process was quite ad hoc, we had a freelance designers who I was the main touch point for. We had documentation but no process or format.
• The team for this would be me, another PM and a business person.

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Post Demo Feedback -

• At first glance, it seems very easy to use even though I have not seen something like this.
• Liked the exerimental approach and the fact that there was context and transparency in the approach.
• Showed interest to try with a proper use-case in her next role.

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Ideal Customer Profile (ICP)

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Understanding the Product Category/Market

New category - Prouct Led Growth Tools - Lies in the intersection of Process, Documentation and Experimentation tools

Process & Task Management -

Asana - https://asana.com/

Monday - https://monday.com/

Trello - https://trello.com/

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Collaborative Documentation -

Miro - https://miro.com/

Mural - https://www.mural.co/

Whimsical - https://whimsical.com/

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Experimentation Tools -

A/B Smartly - https://absmartly.com/

Kameloon - https://www.kameleoon.com/en

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Understanding the ceiling

TAM

• TAM for B2C early scalling funded(Team Size 50-200) - (Number of companies X number of lCPs X Liscence price(49) X %estimate(30%) X month(12)) = $10 Million approx
• TAM for B2C Mature scalling( Team Size 200+) - (Number of companies X number of lCPs X Liscence price(49) X %estimate(30%) X month(12)) = $500 Million approx

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Growth Experiments:

Acquisition Channels

Selected Channels

• Organic - Outreach (Li, Slack, WA)
• Referral/Partner Program

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Growth Experiments ​

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Experiment 1: Organic (Outreach - LinkedIn, Whatsapp, Slack)

Demo-led Approach - Conduct Demos and User Testing Sessions with potential customers to be able to learn feedback and adopt early customers.

Structured Approach for Calls:​

• Talk about their process/experience
• Problems, insufficiencies
• Identify if they are ideal ICP - Show them quick demo and share the link post call. 
• Then follow-up for next call

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Hypothesis/Result:

• Connected with multiple PM's, collected useful feedback & insights to plan future roadmaps for the product. These have been posted earlier in the "Understanding Users" section.
• We are on the verge of getting our few early customers to validate the price and achieve PMF.

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Experiment 2: Referral (In-product Referrals)

Platform Currency: Money, Dopamine

Triger - Once User completes the sprint, a pop up comes up asking for feedback. If rating is above 4, then the referral flow will get triggered.

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Once the referral flow is triggered if the user is interested they are taken to the referral dashboard

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The flow for the person who joined through a referral

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Hypothesis/ Expected Result:

• Satisfied User's would like to share the product because it's cool, it makes them feel smart and it also saves them a buck on their bill.
• This will save us costs, as we will only be paying for the acquisition after we have generated revenue through the channel.

• Few Users would see this as a gateway to become a partner and join our reseller program. We plan to insentvise users through the referral dashboard to join the partner program.

Experiment 3: Partner program (Reseller Network)

Triggers:

• Website Onboarding - Fill up the Application - Meet with the Team to check eligibility and become a direct partner.
• Referral Dashboard Onboarding - On Referral Dashboard we will promote the partner program. Earn more that 500$ through your referrals to become a partner and start cashing out your earnings and increase your referral bonus from 10% - 30%

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Benefits: Platform Currency: Money

• 30% of overall revenue generated through referred accounts will be redirected towards partners.
• Partners can use this income stream to create passive income.
• Cash out this income to a preferred source at any time. (Min. Amt. 100$)

Hypothesis/Expected Result:

• We will very soon, start building relationships with loyal partners and distributors.
• This program will encourage existing users who are referring to aspire to earn more and will give them a potential to build a passive income through this platform.

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