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How to Build a Product Marketplace with Yelp Product Manager

Ever wondered what it’s like to work as a Product Manager? We held an AMA event a while ago with the Head of Product at Yelp to give the audience a chance to ask every question they’ve ever had about Product Management. Here are the most interesting bits of that session.

 

 

Head of Product at Yelp

Natarajan “Raj” Subbiah is a results-driven Product Management professional, formerly of Microsoft and currently has been at Yelp for 3,5 years, with a track record of launching successful products. He holds a Bachelor’s Degree in Computational Mathematics and Statistics, an MBA and a Master’s Degree in Computer Science.

 

What do demand and supply mean?

Raj discussed how to build a product marketplace, and what the demand and supply mean. He also gave the inside scoop on the day-to-day work in Product Management, the challenges of the job and personal insight from Raj’s experience at working at different companies.

How to Build a Product Marketplace with Yelp Product Manager

 

Bullet points:

  • What was the metrics you chose to focus on with the products you’ve worked on and how did you choose it?
  • Challenge: Can we use existing demand at Yelp to solve the marketplace problem?
  • Building a marketplace: demand and supply.
  • What kind of experiments did you run to move the needle to increase for example the delivery at Yelp?
  • How are you satisfied with the experiment results?
  • Users & features; When to build when users want something and how to choose what to build?
  • How do you know how many features to add so that it doesn’t take the focus off the app?
  • How important is it for a startup for a product manager to keep both sides, demand, and supply, in the same team?
  • How do products like Fitbit make sure that they’re still the market leader with the competition?
  • How to change the product’s direction but not the product?
  • How to set up the team for long-term bets?
  • Does Yelp use A.I. or ML?
  • How do you prioritize features?

 

There is no direct answer to any of these questions as it always depends on the company, product and situation. When it comes to prioritizing and building new features sometimes you just have to build it, ship it and see how it goes. If it goes well, good, if it doesn’t, you learn from it.

 

Have any comments? Tweet us @ProductSchool 

The Product Book has arrived! Learn how to become a great Product Manager. On sale for a limited time. Get your copy here http://amzn.to/2uJqg9A 

We teach product management courses in San Francisco, Santa Clara, Los Angeles, and New York. To learn more about our upcoming courses and how to apply click over to our course page.

Building an Analytics Strategy by LinkedIn Product Manager

Building an analytics strategy is crucial for every product manager. So, how do you plan, build and implement an effective product analytics strategy that quantifies and drives product success and iteration? In a recent Q&A session, Ali Khodaei of LinkedIn answered this, the audience’s questions, and gave insight to how LinkedIn operates. 

 

 

Group Manager at LinkedIn

Ali Khodaei is a Group Product Manager at LinkedIn. He is also the Product Lead on feed relevance personalization and ranking of the items used as well as machine learning. He has over 6 years of product experience with companies such as LinkedIn, Microsoft and Yahoo! He has worked directly with hundreds of product managers to build sophisticated analytics strategies, and holds a PhD & Master’s degree in Computer Science.

 

Analytics Strategy and Building It

Ali Khodaei talked about data analytics no longer being a luxury, but a competitive and integral need for Product Managers. Product Managers need to understand not only who their users are but how they behave and know the metrics. He also discussed the importance of understanding the product ecosystem, how tools interact, and how you can position analytics from a product perspective across your company.

Building an Analytics Strategy by LinkedIn Product Manager


Bullet points:

  • Do you consider a scroll an engagement (positive signal)?
  • How do you evaluate the performance of a product that is very backendy?
  • What type of research do you do to understand the the user quality/quantity?
  • Do you prefer to hear more about the actual problem your customers have or the features that they want to have?
  • How does LinkedIn prioritize the content they show to the users?
  • How does LinkedIn choose the people that they user should connect with or contact?
  • Can LinkedIn use the data they collect from outside LinkedIn?
  • How does LinkedIn decide what is relevant and how does the algorithm work for showing the relevant things?
  • Where do you see a shortage in work force at LinkedIn in 5 years?
  • What do you do to get data from your team (engineers, designers, data scientists, etc.?
  • There are different models that product managers work with. Which one do you prefer?

 

Have any comments? Tweet us @ProductSchool 

The Product Book has arrived! Learn how to become a great Product Manager. On sale for a limited time. Get your copy here http://amzn.to/2uJqg9A 

We teach product management courses in San Francisco, Santa Clara, Los Angeles, and New York. To learn more about our upcoming courses and how to apply click over to our course page.

Growth Is a Joint Effort by Box Sr. Product Manager

Growth is essential for every company. Part of finding the best growth strategy is to try things out and A/B test experiences to see what is driving your core metrics. The key is to experiment a lot, fail fast and try again. The product managers from Box and Zenefits talked about what growth is, why it’s important and gave some basic definitions on growth.

 

 

Sr. Product Managers at Box and Zenefits

Reyana Fayyaz is a Senior Product Manager at Box, focused on growth and monetization of the self-serve experience. Before Box, Reyana has managed products at a variety of startups including mobile games, karaoke apps, and human resource solutions. In her free time, she mentors urban youths in the STEM at YearUp, plays soccer, chess, the electric violin and with her cat Binks.

Rishi Shah is a Senior PM at Zenefits, focused on Growth & Activation. He covers both the self-service and sales-assisted buying experience. Before Zenefits, Rishi worked at a marketing analytics startup in Austin, TX where he helped NBA teams and major media companies (Time Warner, Vox, etc.) monetize their customer data. In his free time, he reads obsessive amounts of Politico, plays soccer, and travels internationally whenever he finds a good flight deal.

 

How (Not) to Lose Your Customers

Growth should be something that every technology company is thinking about from an engagement and revenue perspective. Reyana and Rishi talked about how you can tackle quick wins, and then develop a longer-term strategy for onboarding, sales channels, increasing market share mostly for enterprise software. They defined what growth means and discussed some lessons they’ve learned along the way.

Growth Is a Joint Effort by Box Sr. Product Manager

 

Bullet points:

  • Growth lies in the intersection of marketing, sales, and analytics.
  • Essential for growth is that the product manager supports the other teams and they support him/her.
  • Customer segmentation and win/loss analyses are crucial.
  • Sales are essential in growth because once you understand how customers are purchasing from you, you can do it better.
  • In the intersection of sales and marketing, the two need to interact and work together to create the desired results for growth.
  • A/B testing is one of the most important tools you can use in growth!
  • As a product manager, spend some time with the sales team and be in the loop with them, as well as with marketing.
  • Mix up your acquisition strategy with SEO, SEM, keywords, link building social media, etc. Use a lot of different channels, not just one because if that one stops working, you don’t have another option.
  • Data is vital but don’t bury yourself in it. Ask the right questions and dive deep into them. Don’t look at the dashboards daily because the metrics don’t change that fast.
  • Help your users figure out your product with user guides, for example.
  • Don’t forget about user research and remember that when talking to customers you need to read between the lines.
  • Growth is a joint effort!

 

Have any comments? Tweet us @ProductSchool

The Product Book has arrived! Learn how to become a great Product Manager. On sale for a limited time. Get your copy here http://amzn.to/2uJqg9A 

We teach product management courses in San Francisco, Santa Clara, Los Angeles, and New York. To learn more about our upcoming courses and how to apply click over to our course page.

Becoming a Successful Product Manager by Product School CEO

There are just as many ways to become a successful product manager as there are people talking about it. However, there are a few key skills that hiring managers will agree on; product managers need to have some tech knowledge, good communication skills and know their industry.

These are the things that the Product School CEO talked about at a recent event.

 

CEO and Founder of Product School

Carlos González de Villaumbrosia is the CEO and Founder of Product School. He has eight years of experience building teams and digital products on three continents. He’s founded three companies. Before Product School, he was the Lead Instructor of Product Management at General Assembly and co-founder and CEO of Floqq (invested by 500 Startups), the most significant marketplace for online video courses in Latin America.

Breaking into Product

Trying to break into Product Management, or looking to stay on top of your Product Management game? Carlos covered how to grow your career once you’re a product manager, what makes a successful Product Manager and how to understand the role and importance of product managers in today’s tech industry.

He went through the chapters in the Product Book to explain better how you can succeed in product management. The Product Book focuses on showing you the framework of how Product Managers work and what are the tactical steps in product management. Carlos also shared tactical tips on how to transition to product management and grow your career.

Becoming a Successful Product Manager by Product School CEO


Bullet points:

  • Getting a Product Manager job is not just about hacking the interview, it’s about knowing how to do the job right.
  • A Product Manager works at the intersection of business, design, and engineering. You don’t need to master all the categories, but you need to be good enough at all of them.
  • When your product gets big, you need a Product Manager.
  • The usual paths to product management are from software engineering, entrepreneurship and finance/OPS.
  • Some alternative ways (not so unusual) into product are customer support and marketing.
  • The desire to fix problems is crucial for Product Managers.
  • Being a Product Manager doesn’t always require the title “Product Manager.” There are many different titles such as an Associate Product Manager, Product Engineers, and Group Product Manager.
  • The perfect Product Manager skills include technical background, industry expertise and communication skills.
  • To become a Product Manager you don’t need an MBA or CS degree. You just need to know your product entirely and be an excellent communicator.
  • Treat your job search as a job itself! Check here Carlos’ Mock Interview Workshop.

 

Have any comments? Tweet us @ProductSchool 

The Product Book has arrived! Learn how to become a great Product Manager. On sale for a limited time. Get your copy here http://amzn.to/2uJqg9A 

We teach product management courses in San Francisco, Santa Clara, Los Angeles, and New York. To learn more about our upcoming courses and how to apply click over to our course page.

Building New Products with Google’s Product Manager

Building new products that appeals to different cultures can be a complex task. It requires in-depth research efforts and a highly structured way of solving product questions. You have to take a lot of different things into consideration.

In a recent event, Joris van Mens talked about how they do this at Google.

 

 

Product Manager at Google

Joris van Mens is an Amsterdam born Product Manager at Google, where he is focused on building new technology for users in emerging markets. Prior to being a Product Manager, he was a financial analyst and account manager at Google. He holds an MSc in Economics from the University of Amsterdam and studies Artificial Intelligence at Stanford in his spare time.

 

How to solve cultural problems when building products?

In this event, Joris explained how Google’s product teams solve problems related to building products for different cultures and what they have learned about building new products at Google. He also talked about what he does exactly on a daily basis and how they do research at Google.

Google’s “Next Billion Users” effort aims to build better Google products for emerging markets. It does so by adapting current products to fit better the needs, and environment of these users, and by building new products from the ground up specifically tailored for users in such markets. Joris shared some tips for building new products.

Building New Products with Google's Product Manager

 

Bullet points:

  • Figure out where the users are.
  • Use what you’ve learned.
  • Internet growth is happening everywhere.
  • A huge number of new online users are coming from India and China.
  • Hundreds of millions of Chrome on Android users are from next billion user countries.
  • What have they learned at Google? A lot of the smartphone users in India run out of storage space every day, 50% of the users in India are on 2G, “free” apps are expensive in India due to data fees etc.
  • Google’s intention is to remove download barriers, optimize for speed and build for intermittent connectivity.
  • Speak many languages while trying to think what the users might want.
  • Google’s solution for connection issues; the dinosaur game, getting the search results at a later time, download later, etc.
  • Research: get out there, experience the market and set research goals. Do field interviews, visit markets and universities, aim for diverse demographic and share summaries of the findings.
  • When doing the research get scheduled participants for long in office interviews and test the products live.
  • Research tip: immerse. Use guesthouses, stay more in local places, eat local, go to places where the locals are and use local technology.

 

China and India are huge markets that are growing rapidly but they are very different culturally. It’s very important to understand the people and life over there to be able to build better products for their needs. Knowing what to expect can provide you with crucial information and help the building process.

 

Have any comments? Tweet us @ProductSchool 

The Product Book has arrived! Learn how to become a great Product Manager. On sale for a limited time. Get your copy here http://amzn.to/2uJqg9A 

We teach product management courses in San Francisco, Santa Clara, Los Angeles, and New York. To learn more about our upcoming courses and how to apply click over to our course page.

Read Until You Understand with former VP of Product at HYFN

If you don’t have the right info to be a successful product manager, where do you find what you need to support your decisions? What happens if something comes up that you just don’t get?

Chris Graham, a former NFL consultant, joined us for a live chat in our Slack Community and according to him, the best method, is to read until you understand.

 

Read Until You Understand with former VP of Product at HYFN

Chris Graham

Chris Graham is the former VP of Product and Marketing at HYFN. He oversaw HYFN8, an enterprise social media management system, and advertising publishing tool. He is familiar with the startup cycle through all of its phases. He has also taught Product Management for +3 years at establishments including General Assembly and has acted as a consultant for numerous early-stage startups and the NFL. He holds a degree in Economics and Political Science.

 

Can you talk more about how you broke into product management?

Absolutely! My background is in economics and writing, which I translated into a job in marketing. From there I joined HYFN on the marketing/business development side with an ambition of moving into product management. I did the usual things like proactively seeking to contribute to the product, learning about tech, etc., and was put on the project full-time.

For new Product Managers, the number one thing you need to understand is beyond contextual skills like story writing, agile, and understanding the tech, you need an extremely deep knowledge of the domain and the customer to be successful. Trying to be a Product Manager before you have that is tough.

Also, candidly, a lot of it is luck based if you’re not an engineer by trade, as a lot of organizations want technical product managers or experienced ones. That’s why I suggest making it a lateral move within an organization if possible.

 

What do you find is your most valuable tool in creating buy-in across different parts of the organization?

That depends on the specifics of the organization and your role in it, but there is no substitute for in-person communication with every major stakeholder. Design, tech, finance, etc. have to have a decision maker in the room with you concurrently, or they’re not going to be aligned, especially in newer organizations or less mature products.

I’d suggest aligning with each individually and guiding the conversation when they’re all in the room. Unfortunately, that’s the best tool I’ve got.

 

Could you elaborate on aligning incentives and how you accomplish that?

A basic example is in markets where you want your customers to perform an action, such as evangelizing your company. Companies like Uber create an affiliate program, which rewards the new user, the existing one, and Uber itself. Within an organization, it involves understanding the needs of finance, design, your customers, technology, etc. and making sure their needs are taken into account as you make decisions.

This is incredibly hard to do without a deep knowledge of the industry and/or the organization. I was bad at it for a long time, but if you’re taking all of those things into account, you’re on the right track.

 

How have influencers come into play?

Influencers are great if their values align to those of your company, but they’re just a method of distribution and awareness creation. If the product is bad, the results will likely be too. Marketing exacerbates and emphasizes whatever you already are.

Read Until You Understand with former VP of Product at HYFN

 

Is it data analytics that drives the decision of adding a new feature on your product or are there other factors?

Depends on the product, and the stage in the life cycle. In short, yes, but you don’t always have ~100mm users and a 1% test to extract meaningful data, so you’ll rely more on qualitative measurements. Alignment with the long term vision for the company is also a major consideration.

 

What’s your biggest challenge in your effort to align the incentives for various teams and stakeholders?

People who place their own ambitions over those of the team. Life changing for people involved in the company. Hard problems being inherently stressful. Creating trust.

 

What was your first job and what was the lateral movement from there?

I wrote a sports blog. Then I was a marketing manager. I moved to HYFN to do some marketing and Biz Dev, then moved into producing projects and managing a product. I have my own venture fund and education program now.

 

How do you measure a product feature’s success once it’s been released?

Adoption, especially by the target segment of the user base. If it’s adopted and loved, you almost certainly did well. This can change a lot between B to B and B to C products, but whether success is usage/revenue/sharing, it tends to be pretty clear, and a benchmark for success should be set ahead of time.

At times the issue is discovery of the feature, so make sure your users hear about it as it’s released, and that you’re tracking how easy it is to adopt in the product. UX is often the sticking point for new product adoption; see Twitter.

 

Were there any resources that helped you in particular in getting better at Product Management?

The hard thing about hard things is invaluable. I read a16z religiously. I also love Ribbonfarm, Slate Star Codex, and Stratechery. You have to be willing to be very uncomfortable, because you’re not going to be very good at most aspects of the job at first. I didn’t consider myself adequate for 2+ years.

A good start is: ask questions until you understand literally every aspect of the product you work on: customers, marketing, revenue model, tech stack, long term vision, design, etc.

Read Until You Understand with former VP of Product at HYFN

 

Have you ever picked up the reigns of a product mid-cycle? How did you manage this? What challenges did you face?

Love this question. Short answer, yes, and it sucks. The team inevitably has ideas about how everything should be done, and you’re probably not there because everything is going well. Start by taking 1-3 months to understand the personalities of the team, why things are how they are, who makes decisions, who do you need on your side, etc. From there, make 1-2 constructive changes per month.

On the customer side, find someone that loves/uses the product and will give you honest feedback within two weeks and make them your best friend. Use them as a proof point with the team when you’re saying things they don’t want to hear.

 

What’s your advice for people who want to get into product management with a design and analytics background but no business degree?

I hate business degrees, so you’re on the right track! No Product Manager is good at every product, we all have strengths and weaknesses (duh). So don’t try to be a product manager, try to find a product you want to work on.

Your best bet is to start at an early stage company where your other skills can provide a lot of value; Amazon needs you to do one thing, not 50. A startup needs all the help they can get. Ideally, it would be a company where you have a deep understanding of their customer. After a couple of years, you’ll be able to do whatever interests you. Hopefully.

 

What is an average day like for you at the office?

I run my own venture firm and education company, so incredibly varied. I take care of email and focus work from 7-10, then generally have meetings with portfolio companies, VC’s, LP’s, my partners, etc. from 10-5, with communication and work in between. I teach from 7-10 a couple of nights a week. I read pretty much constantly. There are no two weeks that look the same.

 

Do you have any advice on how to stay focused on the final goal of the product rather than having to play a part in the politics that may affect the outcome?

Unfortunately, you can’t change what a company values from the middle. Sorry. Trying to make the best of it, work backward from things that are hard to deny, i.e., define success with your boss(es), get them to commit to achieving those things, then advocate across teams, get their buy-in, etc. It’s hard. Sorry.

 

What are some good approaches to get a solid understanding of an industry?

Read constantly. Talk to a Product Manager you respect. Try to focus on a single kind of product/vertical. Talk to any company in that industry who will give you their time. Go work for one if you can, in any role.

Read Until You Understand with former VP of Product at HYFN

 

Any advice that you would give to your younger self?

Be less of a jerk. Focus on the outcome your client is trying to get to. Nobody cares if you’re right if you don’t get to the right outcome. Take the long view of your career even when you’re frustrated.

 

What’s something you didn’t know that you wished you knew before moving into a Product Manager role?

Everything. Literally. Amongst others, how software companies work, how markets value them, how we measure success (tactically and strategically), how to write a user story, what makes a good user experience, cash flows, etc.

 

Would you ever hire someone without a degree?

I have many times. A degree is a signal for lazy people that can’t evaluate talent. A competent hiring manager can tell if you’re a good fit or not based on your track record and skills.

 

How have you worked with designers/design teams, and what were the characteristics of good collaborations vs. bad ones?

Bad designers fail to understand users and their needs and instead focus on what they want. Good ones do the opposite. Great ones know when they’re right about users and when they’re wrong relative to product managers. They should be an integral part of any good cross-functional team with tech/pm/QA/analytics and treated as an equal stakeholder.

 

What qualities/skills you think, are essential before one should feel confident to break into a Product Manager role?

Leadership. Accountability. Putting the entire team, customer base, and possible investor base ahead of yourself. Humility. The ability to understand the difference between what/why/and how, and where you fit in (what and why). Knowing the customer and industry deeply. Soft skills for getting people to want to work with you.

Read Until You Understand with former VP of Product at HYFN

 

How do you train yourself to handle information overload and focus your energy on all aspects of a product?

I got better at processing information by reading a lot and constantly trying to push my limits. Once you achieve a certain level of skill, the ability to process lower level information is much easier. I also set a north star for my products and always re-focused myself on that. ‘Focus on what matters’ is something I tell myself every day.

 

How do you handle the time it takes to write user stories and do wireframes, etc., vs. the meetings and activities a Product Manager needs to engage in?

Make the meetings smart and efficient, and end them when they’re done. ASAP hire a UX person to manage the wires, it’s damn near impossible to do both. Do focus work in the morning before everyone crushes you with requests.

 

Any lessons learned the hard way?

Pretty much all of them. Pricing, understanding my customers, focusing on outcomes, understanding the market, knowing how to create buy-in across the organization. All things I was bad at and learned the hard way. How to keep my emotions in check was the most painful.

 

How can one prove/himself a good fit? Will that be company specific fit or generic fit for any quality Product Manager role?

I hire curious people who take personal pride in being a good Product Manager because across any realistic timeline they’ll succeed. They also need to understand our customers. They’ll learn our product with time. They need to have the nuts and bolts skills like story writing, running a meeting, etc. All my interviews are functional, so we make people do those things and see how it goes.

 

How would you convince your dev team to re-write features (and maintain the existing product with technical debt) when they are pushing back?

Demonstrate why it needs to be done from the perspective of the user, not yourself. Show them a proof point, data/qualitative feedback, etc. It’s not about you and them or right and wrong; it’s about the product failing to do what it needs to do. Own the failure as your own, because it is.

Read Until You Understand with former VP of Product at HYFN

 

Do you have any tips for Time Management knowing there is so much to juggle almost all the time?

Cut out nonsense. Your life/job have backlogs, groom them relentlessly and cut out anything that doesn’t get you where you want to go. Block time on calendars for you. Hold everyone, especially yourself, for being on time and using group time effectively. Block time to read and think, it’ll pay off.

 

How do you balance competing responsibilities that crop up from other parts of the organization and keep focused on Product-focused priorities?

Be candid with those people about what is realistic and prioritize relentlessly. Be transparent around what is taking your time and why. Elevate your time constraints to your boss/CEO and let them prioritize appropriately. If everyone knows you’re much better off. Make sure your people come first.

 

Would you agree with the thinking that Product Managers should not be writing the user stories, but someone in the development team would be better positioned to do it?

No. Engineers are not tasked with understanding your customer better than anyone; they’re tasked with engineering. They are a vital part of story writing, but if they’re writing stories and prioritizing, your product manager is probably bad.

 

How does your new role working in ventures differ from being a direct Product Manager?

It’s night and day. I don’t manage a team anymore; I manage entities that help other teams. Similar skills, but applied completely differently. I make their missions my mission.

Read Until You Understand with former VP of Product at HYFN

 

What are some best ways to validate new features or new ideas from a Product Management standpoint? What makes you certain that is what the user needs?

I ask them. From a B to B perspective, that’s often a very easy task: find the biggest pain in their day and eliminate it, then turn it into a positive outcome by saving them additional time or money. B to C is harder and tends to be a product of you loving and using the product yourself or inspiration. It’s a lot trickier.

 

What is your most effective way to prioritize features for a roadmap?

MoSCoW is useful, discussion, revenue analysis, size to value ratios. Unfortunately, it’s very company and product specific. Start by talking to customers, then evaluating the data, then hypothesizing, testing, refining, before deploying.

 

Any final advice for aspiring product managers?

Every time you hear about anything even slightly related to your field that you don’t understand, google it. Read until you understand. Read things that are far too challenging/uncomfortable until they make sense.

Understand that a lot of the value in learning is not going to come immediately in specific formats, but over time. As opportunities present themselves what you know will make and break them. Focus on leading the team, not being right. Know your customer better than anyone else.

 

Have any comments? Tweet us @ProductSchool 

The Product Book has arrived! Learn how to become a great Product Manager. On sale for a limited time. Get your copy here http://amzn.to/2uJqg9A 

We teach product management courses in San Francisco, Santa Clara, Los Angeles, and New York. To learn more about our upcoming courses and how to apply click over to our course page.