385: Fast user insights for product managers and innovators – with Mike Mace

How to load up your brain with your customers’ mindset How do you figure out what your customers want? Stop and think about it for a few seconds. Is your product work based on what Sales wants, what an Executive or other HiPPO wants, what your competitor is doing, some insights gained about your customers, or something else? While we all have constraints, insights about the people using our products and the needs they have help us develop better products. To explore getting customer insights, Mike Mace is with us. He leads market strategy for UserTesting, which is a firm that helps you experience what your customers experience, getting human insights within just a few hours to help you design and deliver exceptional products. Mike has a long history in product work, spending a decade at Apple, helping Silicon Graphics, then contributing to growth at Palm, as well as assisting other organizations to be more successful with their products. He is going to help us learn how to quickly get customer insights for our product work. Summary of some concepts discussed for product managers [3:44] How do we get better insights about our customers? It’s not about asking your customers what they want; it’s about figuring out what they need and what you would they would like you to do for them. On the other hand, don’t be arrogant—there are a lot of companies that say they know what the customer needs, but it doesn’t work at all. If you’re not getting inside your customers’ heads, you won’t be able to produce market traction on anything new. My favorite example comes from my time at Apple. We did enormous quantitative surveys and asked customers which features they wanted. Consistently, a bigger hard drive and more memory were ranked highest, and multimedia features were ranked lowest. We executed on those findings, but the company was gradually dying. In the late 1990s, Steve Jobs came back and said we were going to work on multimedia features. He understood we didn’t need something of mediocre interest to 90% of customers; we needed something 10% of people will absolutely adore. Intelligently parsing customer feedback to solve a problem that is compelling to a certain segment of the audience as opposed to blindly following customers’ requests turned the company around. Following an overall average inevitably makes you mediocre. It’s not that you shouldn’t take any customer feedback. It’s what you do with it that matters. [10:05] What should we avoid when we’re trying to understand customers’ needs? Don’t over-rely on proxies. A lot of people need to do discovery but don’t have time to talk to their regular customers, so they use people they’ve talked with in the past, friends and family, or only customers in their city. That’s better than nothing, but when you go to the same people repeatedly they turn into insiders. During COVID, many people used social media to get customer feedback, but the voices on social media are self-selected and systematically biased because those most active on social media are not average people—they’re fanatics. When you use these proxies, you end up designing the product for the 5% who are fanatics rather than the core of the market. [13:01] How do we get actionable feedback? I grew up in the old world of market research, which relied on slow, expensive focus groups. Now through technology it’s possible to get video feedback from people for just about anything you want within a couple of hours. They can record themselves interacting with anything you can show on a computer screen or completing any task you ask them to do. User testing is a way to get regular people to respond to any prompt—a marketing message, a product question, a discovery point. You get more candor when someone is talking to their computer than when they&...