Category posts
Product

Author:
Oleg Ya
How “aha moment” and the path to it change depending on the use case
How “aha moment” and the path to it change depending on the use case

This is part of a series of articles on activation and making sure users experience and appreciate your product’s value.

In this article, we will discuss what is the “aha moment” and the conditions necessary to achieve it. We will also talk about why “aha moment” and the path to it should differ depending on the problem the user is trying to solve.

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Author:
Oleg Ya
The dos and don’ts of measuring activation
The dos and don’ts of measuring activation

This is part of a series of articles on activation and making sure users experience and appreciate your product’s value.

In this essay, we will discuss how to measure and not measure activation efficiency in a product.

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Author:
Editorial
Metrics to focus on before and after product/market fit. How to better understand your product at different stages?
Metrics to focus on before and after product/market fit. How to better understand your product at different stages?

Product/market fit is the make-or-break factor for a company. It helps businesses understand whether their product has market appeal and they can dive into the product growth stage with confidence.

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Author:
Oleg Ya
User activation is one of the key levers for product growth
User activation is one of the key levers for product growth

This is part of a series of articles on activation and making sure users experience and appreciate your product’s value.

In this article, we will discuss why activation is a key growth lever for products that achieve product/market fit.

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Author:
Oleg Ya
When product activation matters and you should focus on it
When product activation matters and you should focus on it

GoPractice opens a series on activation and making sure users experience and appreciate your product’s value.

In this essay, we will talk about user activation. In addition to discussing what is user activation, we’ll see in which situations it makes sense to focus on building and optimizing the activation process and in which situations it doesn’t.

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Author:
Oleg Ya
What is the difference between growth product manager, marketing manager, and core PM
What is the difference between growth product manager, marketing manager, and core PM

This is part of a series of articles on the basics of product management and building products that people need.

In this article, we discuss the “growth product manager” role, how and when it appeared, and how it differs from the roles of marketing managers and core product managers. We will also examine the main tools that growth product managers use.

As the product manager profession matured, it began to specialize into different areas. We previously discussed that one of these areas is the task that the product accomplishes. In this respect, the product manager of a B2B task tracker and that of a casual mobile game have very different skill sets.

Another dimension of specialization is the type of product work that the product manager focuses on: Does the PM work on creating value or delivering it to users? It is across this line that core PM and growth PM separate.

Test your product management and data skills with this free Growth Skills Assessment Test.

Learn data-driven product management in Simulator by GoPractice.

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Author:
Oleg Ya
Two types of product work: creating value and delivering value
Two types of product work: creating value and delivering value

This is part of a series of essays on the basics of product management and building products that people need.

In this essay, I will discuss two different types of product work: value creation and value delivery. You will learn how these types of product work differ, in what conditions each of them has maximum impact, and what problems arise when you confound them.

The problem that a product solves for users largely determines the skills a product manager needs to successfully work on it. But this is far from the only variable that affects the nature of product work.

Some product managers focus more on creating value, others on delivering the value to users. Each of these types of work must be applied at the right time, but they are often mixed up.

Test your product management and data skills with this free Growth Skills Assessment Test.

Learn data-driven product management in Simulator by GoPractice.

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Author:
Oleg Ya
Product/market fit can be weak or strong and can change over time
Product/market fit can be weak or strong and can change over time

This is part of a series of essays on the basics of product management and building products that people need.

In this essay, you will learn about the variables that determine the strength of product/market fit. You will also learn why product/market fit can change over time and what this means for your product. We will look at BlackBerry’s history to better understand these dynamics.

For most teams working on a new product, product/market fit is the primary goal. This is a cherished milestone, after which the team expects rapid growth.

This mindset assumes that product/market fit is a binary variable. Your product either achieved product/market fit or it did not.

In reality, product/market fit is a spectrum. It can range between not being present to being weak, mild, or strong. Moreover, its strength can change over time, which affects the performance and growth of the product.

Test your product management and data skills with this free Growth Skills Assessment Test.

Learn data-driven product management in Simulator by GoPractice.

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Author:
Oleg Ya
Should a product be 10 times better to achieve product/market fit?
Should a product be 10 times better to achieve product/market fit?

This is part of a series of articles on the basics of product management and building products that people need.

In this essay, you’ll learn to determine how much better your product needs to be than the available alternatives to achieve product/market fit.

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Author:
Oleg Ya
How to measure the added value of a product
How to measure the added value of a product

This is part of a series of articles by Oleg Ya on the basics of product management and building products that people need.

In this article, you will learn to measure the added value of a product.

We will use simple examples to show how it works for different types of products. In previous articles, we discussed why increasing the added value is the core of product work. We also explained why product metrics do not always clearly characterize the effectiveness of solving a problem, so we introduced the concepts of problem-solving efficiency and added value metrics.

Measuring efficiency and added value is more complicated than it might seem. In this essay, we will explore some of the tried and tested ways to measure them.

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