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A software engineer’s role in product with eBay Lead Engineer

Software Engineers are just developers who code, right? Wrong! They can play many roles in a product team and influence the product vision. This is important to understand from a Product Manager’s perspective too – in the role, communication is key. As a PM, you need to make sure everyone is on the same page, up to date and all moving in the same direction. In addition to communication, the ability to understand your team’s roles and needs is equality as important.

In a recent #AskMeAnything live chat with our Slack community, Lead Software Engineer at eBay, Ravi, gave us a glimpse into the roles that Software Engineers play on a product team and told us what every Product Manager needs to hear to succeed at their role.

 

Ravi Tadi is the Lead Software Engineer at eBay Inc. He helped build large-scale applications for organizations like Tesla Inc, the University of Michigan and eBay. In his spare time, he teaches kids how to code in JavaScript and enjoys reading biographies! Read on for his thoughts…

As a lead software engineer, what were some traits that your favorite product manager(s) had?

Here are the two most important traits:

  • Giving engineers flexibility to think from the customer’s viewpoint and develop the feature exactly as they would use it.
  • Allowing enough time for engineers to use the product and try it out before pushing it to production.

What are your thoughts around optimizing backlog grooming sessions? Do you think scoping should take place at the same time?

Grooming is an important part of a product manager’s tasks, especially a backlog grooming session. I mandate the product manager to review backlog grooming at least twice a month to make sure we don’t miss any important features. During this session, I give a high-level estimate of the scopes so that the product manager has an idea of how long it would take to complete it. This gives product managers a good idea on when to launch a product and to prioritize as necessary.

Coming from the engineering side, how hard is it for your team to really think like the users and incorporate changes from their perspective?

One of the issues I face is that if I start working on a product, I tend to lose the customer’s point of view very quickly and only focus on the product from an engineer’s point of view. To help myself regain my customer’s view, I disconnect from the engineering aspects and try to view other apps or websites for half the day. This helps me regain my sense as a customer and use a product that was built my me or by my team.

How do you keep up with new technologies that emerge in the market every day?

What is some advice you wish someone told you earlier on in your career?

Don’t learn just because the teacher tells you to learn, learn because you will be asked one day to make a difference to more than a billion people around the world, in different countries, different languages and people using completely different technologies to access the web.

Do you have a business analyst on your project? Who is responsible for eliciting, analyzing, documenting and managing requirements?

Usually, every large company has a business unit and they allocate at least one business analyst to each feature or product. Sometimes, depending on how big the feature is, there can be multiple analysts.

What are some traits in product managers that you find most frustrating or make it difficult to work with and what advice would you give them about it?

I’ve had the chance to work with product managers with various different backgrounds, from history majors to PhDs in computer science. One of the things that I noticed is that they don’t take the time to understand the technical architecture behind a feature that was requested. Product managers believe a product or feature can be built at ease because it is a UI change, but it’s usually never as easy as changing a color or CSS. It would be great if product managers took just a little more time to understand the front-end, as well as the back-end of a product. This saves a lot of time in the future when communicating with other teams or other engineers.

What is the most important piece of advice you have for a recent graduate starting as an entry-level software engineer?

  • Always keep up to date with technology (see my above answer).
  • If there is a dream company you want to work at or a product you want to work on, understand it end-to-end and build a simple prototype in your free time.
  • What you learn at school is excellent, but software engineering is not just solving algorithms all day or building awesome things. It is communicating with others, making decisions, writing, speaking, explaining, debating with other colleagues and much more than just programming.

How does one transition from being a software engineer to a product manager?

  • Understand which domain you want to be in.
  • Know the metrics.
  • Know the stack.
  • Know the customers.
  • Know the people who work in these domains.

 

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://bit.ly/TheProductBook

We teach Product Management in 14 cities worldwide, including Silicon Valley, New York, Los Angeles and London. To learn more about our upcoming courses and how to apply, visit our course page.

Think Like a Marketer by Amazon Product Manager

While product managers are responsible for building the product, product marketers are the ones that bring it into customers’ lives. Sounds like two completely different fields of work but the truth is, they have a lot more in common than you might think. Both product professionals have to obsess over the customer, they can work across the whole organization and there is no finite description of what their job entitles. Here’s why a product manager should think like a marketer.

 

 

Product Manager at Amazon

Ashwini Lahane handles Product Marketing & Growth for Amazon Web Services (AWS) Security & Identity services. Before that, she worked at Auth0 as the Director of Product Marketing, influencing product strategy and growth, where she helped transition from a developer-centric company to an enterprise-class one.  

Ashwini has a Bachelor’s in Computer Engineering and an MSc in Computer Science. Her career has ranged from product research and development in AI, to machine learning, computer vision and its application to cybersecurity and identity.

Why Should Product Managers Think Like Marketers?

Ashwini talked about transitioning into a Product Manager role and taking it a notch up by thinking like a marketer. She discussed what the traits of a good Product Manager are. She also shared her insight on the importance of marketing tactics for Product Managers and how product management and product marketing fit together. 

Think Like a Marketer by Amazon Product Manager

 

In a nutshell:

  • Product Management and Product Marketing are said to be two sides of the same coin.
    • Product management: research, engineering, project management, features. Facing inward.
    • Product marketing: sales, business development, corporate marketing, digital marketing, content marketing, analytics, public relations. Facing outward.
    • Between the two is the customer – which includes beta, demo, project plan, product training, user cases, roadmap and revenue.
  • The modern Product Manager:
  • Product is “the art of creating”.
  • Show the data.
    • Don’t go to meetings without your data ready.
      • Customer feedback.
      • Sales data.
      • Analyst reports.
      • Popular publications.
      • Competitive.
    • Use the right tools for data.
  • Marketing is applied psychology (observing people).
    • “Tell the story right. Tell the right story.”
    • The 4 Ps of marketing: product, place, price and promotion.
  • What is growth hacking?
    • Awareness + Adoption + Retention + Revenue.
  • How to prepare for a Product Manager role?
    • Be strategic.
    • Find your product-market fit.
    • Study the industry.
    • Stay updated.
    • Find mentors.
    • “Market” yourself well.

 

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://bit.ly/TheProductBook

We teach Product Management in 14 cities worldwide, including Silicon Valley, New York, Los Angeles and London. To learn more about our upcoming courses and how to apply, visit our course page.

Scoring Your Dream Job with former Facebook PM

How do you align senior stakeholders, engineers and salespeople around the product vision? What do you need to transition into a Product Manager role; what are the biggest challenges once you got it? And what is working at one of the largest companies in the world actually like? Former Facebook PM told us everything in our recent #AskMeAnything live chat on Slack! Read on for more…

Valentine Aseyo

Valentine Aseyo is the SVP of Product at the concert discovery platform Bandsintown. Before joining Bandsintown, Valentine spent 8 years working at Facebook in Ireland, India, and the US, spanning many roles, from User Experience to Advertising Products, to Marketing & Sales. Prior to that, he worked at IBM and Colgate & Palmolive. Valentine is also an Olympic recruiter! Throughout his career, he interviewed over 2000 candidates so he has a wealth of tips and tricks to share on how to score your dream job in Product Management.

How did you get your first PM job? What would you have done differently when you were transitioning?

I studied computer programming at college (only to never use it in my professional life). My first job was user support, then I moved into user experience, then I started taking over product-related projects, then transitioned into product team, then to monetization and so on. As you can see, it’s been a very linear and smooth transition. That’s what I’d recommend to everyone: think about the job you want 2 years from now and see what kind of projects you can take over now to get you closer to your role.

How does someone stand out when trying to land a Product Manager role?

Your resume is very important. You need to focus on the impact of your projects, rather than giving a long list of tasks you completed. Seeing your actual impact will always make the difference. Going to networking events will help you stand out too, most candidates are prioritized when they come through an internal referral.

Why did you leave Facebook?

I was at Facebook for 8 years. While it was my dream company, I was ready for a change. It’s the best company I’ve ever worked at and it was the hardest decision ever.

What’s your number one criteria when prioritizing your roadmap?

IMPACT! First, I define the most important metrics, such as acquisition, engagement, revenue, etc. Then, I look at the expected outcome of each project – what’s the impact of each project? Once I figure that piece out, I move on to secondary and tertiary factors such as duration/complexity, cost, etc.

What would you say are the differences between a good PM and a great PM?

#1 Empathy: a great PM puts themselves in the shoes of their customer. Walt Disney walked all over the amusement park on his knees to understand how little kids see the world he created.

#2 Data: a great PM bases all decisions on data, insights, and facts

#3 Listening: a great PM listens to their customers AND everyone else in the team including the engineers, designers and everyone else.

How much does required years of experience actually factor in to be considered for a PM interview?

There’s definitely no rule set in stone. When I got my first product role, I had zero years of experience. It all depends on the requirement of the role. Some companies will look for a senior person while others will need a junior person. There are many other factors, such as relative experiences, your education, other roles, data proficiency, etc.

What are the biggest challenges of the PM role?

– Prioritization: I need to do a prioritization exercise every morning and sometimes multiple times a day. So many projects, so little time. It’s the biggest challenge.

– Cross-functional project management: even the smallest project will involve people from 5 to 10 different teams: design, data, back-end, front-end, market research, user experience, support, sales, etc. It’s really hard to keep everyone involved.

– Communication: this is the most important thing. Keeping people in the loop all the time so that nothing is a surprise. Just 10 minutes ago, I made a big mistake: I launched a product and forgot to include some divisions in my update email. Until today, communication gets in my way at times. I own it and work on it. I say: communicate, communicate, and communicate. Go walk around the block and communicate some more.

What are some of the most important success criteria for companies like Facebook when it comes to the product management discipline?

I can’t speak on behalf of Facebook or another company, but I’ll tell you what I know to be true:

– Listening to the customer

– Prioritization

– Ability to change and evolve

– Scalability (ability to expand to everyone)

– Internationalization & localization

– Monetization (ability to generate money)

How often do you review your roadmap with your engineering teams?

Every. Damn. Week. And sometimes, multiple times a week.

How can one switch into a Product Management career from a Data Engineering or Analyst role? What skills does one need to develop?

In summary, you need one of these things: experience, education, potential.

– Experience: what are the product-related mini projects you can take over to get that expertise and prove yourself

– Education: what are the courses you can take to be proficient in scrum, design, market research, UX, etc.?

– Potential: I’m sure you already check this box.

As for skills: prioritization, communication, and project management are the top 3 skills I’d look for.

How important is it for a PM to have UX experience?

PMs wear many heads. And when I say many, I mean many! UX, UI, Data, Market Research, etc. – the list is long. Of course, you don’t have to be an expert in any of these but you need to have a solid understanding of it. In other words, you need to be able to work with these people, speak the same language and contribute to this area.

What is the biggest hurdle you see engineers have in the transition to become a PM?

I think one of the primary rules of product design is simplicity and I see engineers complicate things at times. I get it, those guys are the smartest people I’ve ever seen in my life but 99% of the population may not have that complex thought process as them. How can you break down that problem and give me the simplest solution? How can you work on the simplest design without cluttering it with extra functionalities and tools? Simplicity is key.

If you’re an engineer looking to move into the PM domain, try taking over a few product-related projects and prove yourself. Starting small to get experience in this area will help you a lot.

What are your recommendations for this scenario: often, business stakeholders come up a with a solutioning proposal, UX gets involved, coming up components, then tech says it may not be possible – and we literally go back to the drawing board. Essentially, the product development cycle is considerably long due to a phased involvement of necessary folks during this early discovery phase. 

This is, again, the story of my life. BUT there’s a super easy way of avoiding these scenarios:

  1. Have a project kick-off meeting with ALL involved parties: business people, UX, design, dev, backend, etc. so that everybody aligns on how the project will be conducted. Once you establish this foundation, it’s hard to go wrong
  2. Get clear specs and share them with everyone before you start the mockups/wireframes. Ask for feedback before you move on.
  3. Show mockups/wireframes/prototypes to everyone before the actual design process and get feedback.
  4. Once the design/UX is ready, again ask for feedback. I guarantee you: if you follow the steps 1, 2, and 3, there will be no feedback at this stage since you involved them earlier.

Long story short, I think your mistake is that you wait until the very end to request feedback and you never check the feasibility of your UX. It’s important to involve everyone early on and check in with you before you start investing any resources. This will prevent you from wasting time and resources.

How do you bring stakeholders (CEO, Head of Product, CS, etc.) on the same page before shipping any feature or product?

This is the biggest challenge in my current role. Here’s how I’m trying to handle it:

  • Project kick-off meetings: at the very beginning of the project, you get everyone in one room and get aligned on the goals & direction of the project. You agree on KPIs, phases, requirements. I always go prepared to those meetings and share market research and my proposal so that it’s not a vague conversation. It’s always important to have a starting point
  • Solicit feedback: I do several check-ins with all related stakeholders. Especially with the people who are impacted the most. For example, if we have a new artist product, then I’d reach out to our Artist Partnership Team frequently. Once we’re aligned in the first meeting, I check with them before the design process, then after the design mockups, then before the dev, and after the dev – so, as much as I can.
  • Over-communicate: this is very important so that nothing is a surprise.
  • Manage conflicts: when there are opposing views, data and market research will say the last word so always have this on your side.

How does the role of a PM vary from smaller, entrepreneurial teams to larger teams working within more established companies?

To put simply, the key difference is the number of hats you wear. A PM at a large company may have less focus areas whereas a PM in a startup will do everything themselves from market research to pulling data, from design to post-launch measurement, etc. In other words, the depth and breadth will be different.

How do you challenge your tech team that what they’re working on does not make sense and convince them to work on your recommended feature?

Story of my life! Some people in my team just trust my decisions, some people listen and get my logic. But the majority challenge my decisions and suggestions; that’s precisely what I want. When I’m challenged, I provide them with the data. If the impact of my project is not larger than what they’re working on, I don’t want to push for my own agenda anyways. As I said above, you define your KPIs and see whose suggestion will make the biggest impact on those metrics.

What’s your take on the importance of technical skills for a Product Manager? 

That’s the difference between a PM and a TPM (Technical Product Manager). It purely depends on the role itself. Some roles may require technical background. I am not a TPM, I do have a good understanding of the tech aspect but I always rely on tech leads or technical product owners to do the tech assessment.

Would you recommend getting certified as a Scrum Master? 

I’ll share my motto in recruiting with you: to score your dream job, you need one of these things: experience, education, or potential. If you have one of these things, then you’re likely to get the job. Now, having said that, if you have 2 of these, you double your chances. I’ll presume everyone reading this checks the potential box, right? So, you then need to be able to compete with them. If you don’t have the experience, you may want to consider education (certification). If you already have the experience, you probably learned what needs to be learned.

In terms of PM responsibilities (and requests for your time), where do you actively try to maximize your energy and focus, and where do you try to minimize your energy and focus?

Maximize: anything that makes a direct impact on our company KPIs such as acquisition, engagement, revenue, etc.

Minimize: anything that doesn’t move the needle on key metrics and doesn’t tie back to overall company goals.

How do you deal with a bug that’s a blocker on an engineer – do you prioritise fixing it or leave it until the following sprint?

It all depends on the prioritization exercise mentioned before. You define the metrics you care about the most and see what makes the biggest impact on those KPIs. I can’t say what’s more important (the bug or the project) – I need to see the impact of working on each of them. Also, dependencies are very important too: is the bug preventing you or the team from moving forward with a project or can it wait for a while?

From your experience at Facebook, what is the most compelling criteria when deciding to kill a product?

To put very simply, when the juice is not worth the squeeze…When the usage is low, even though you tried your best. When the operating cost is higher than the revenue. When the adoption is low.

For even more of Valentine, check out our recent webinar where he answered even more questions on cracking the PM interview.

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://bit.ly/TheProductBook. 

We teach product management courses in 14 campuses worldwide, including San Francisco, Los Angeles, New York and London. To learn more about our upcoming courses and how to apply, visit our course page.

 

 

How Search Engines Work by eBay fmr Product Manager

By now, everyone has heard about the magical SEO (Search Engine Optimization) and SEM (Search Engine Marketing) that are key to making your product visible. They are crucial tools in a company’s marketing kit. But how does a search engine actually work? How does it find and order information? 

 

 

Former Product Manager at eBay

Debankur Naskar is currently a Product Manager at Apple, working on Search and Recommendations in the App Store. Before Apple, he worked at eBay for several years building a next-generation search engine for the e-commerce industry. He has a wealth of experience working on Search Engines, both in start-ups and for some of the world’s largest companies, both as an Engineer and a Product Manager.

How do Search Engines Work?

In his talk, Debankur covered the fundamentals of information retrieval and search engines. He also covered in depth how search engines take one or two entered keywords and very effectively return a few relevant documents from millions of documents. 

How Search Engines Work by eBay fmr Product Manager

 

In a nutshell:

  • Product discovery
    • Is “the ability for customers to find exactly what they are looking for in a reasonable amount of time”.
    • Complexity grows depending on what kind of system you’re building. The more it includes, the more complex it is.
  • How to do product discovery with search and navigation?
    • “Navigation” helps you navigate through different information in “search”, but you’re not sure what you’re looking for. It’s a browser experience.
    • “Search” is a place where you know what you’re looking for. You come to the site and look for it.
  • Is a search engine like a database?
    • Both store data and content but in databases, you can run Sequel.
    • In search, the ranking becomes critical. It changes a lot because a person’s behavior is constantly changing.
  • How is content stored in search?
    • The content is indexed.
    • The index is inverted.
    • Documents to be indexed → Token stream → Modified tokens → Inverted index.
  • Customers: Query understanding and re-writing.
    • Recall: The proportion of relevant documents that are retrieved for a given query. It measures the system’s ability to find all the relevant documents.
    • Ranking: How to arrange the relevant documents in the recall set?
      • Rank based on price.
      • Rank based on time.
      • Rank based on relevancy.
    • Precision: The proportion of retrieved documents that are relevant. It’s a measure of system’s ability to reject any non-relevant documents in the retrieved set.
  • Ranking factors:
    • Trust: Low defect rate.
    • Value: Competitive offering, conversion/price.
    • Text: Structure data, right category, attributes, clean description.
    • User behavioral data.
  • Classifiers.
    • The algorithm assigns one or more labels to some item based on previous knowledge.
      • Query intent classifier.
      • Tagging system classifier.
      • Entity detection classifier.
      • Spam filler classifier.

 

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://bit.ly/TheProductBook

We teach Product Management in 14 cities worldwide, including Silicon Valley, New York, Los Angeles and London. To learn more about our upcoming courses and how to apply, visit our course page.

Building Impactful Machine Learning Products by LinkedIn PM

The Machine Learning revolution is just around the corner. It’s already proving a powerful tool for helping to create dynamic and personalized user experiences. The power of your product does not, however, lie in the ML model itself but in the insight put into creating value and making every interaction useful. A lot of things need to be taken into consideration when building ML-products, which can be time consuming. How do you know that your product will be impactful enough?

 

 

Senior Product Manager at LinkedIn

Arpit Dhariwal is a Senior Product Manager at LinkedIn, leading the Messaging experience. For over 5 years, Arpit has been working on consumer products at LinkedIn, with a relentless focus on building products that have a global impact. Recently, Arpit led the launch of Smart Replies in LinkedIn Messaging – AI-powered reply suggestions that help members easily continue the conversation.

Before joining LinkedIn, Arpit led online marketing for Rediff.com’s eCommerce business, handled business development for Directi and worked as a UX designer at Infosys.

 

Impactful Machine Learning Products

Arpit shared his insights on building truly useful Machine Learning products, which cannot be created without the right UX and insightful human intervention to avoid embarrassing mistakes. He talked us through the process of building Smart Replies in LinkedIn Messaging and the numerous ways his team enhanced the product by using human intervention and Machine Learning models.

ImportantlyArpit covered the basics of Machine Learning and how to avoid mistakes when using a Machine Learning-based product.

Building Impactful Machine Learning Products by LinkedIn PM

 

In a nutshell:

  • LinkedIn uses Machine Learning to create Smart Replies in LinkedIn Messaging.
    • “Smart replies are reply suggestions powered by machine learning that are relevant and contextual to the conversations you’re having.”
    • It has fundamentally changed how messaging works.
  • Machine Learning 101.
    • Everyday phenomenon (photo tagging, recommendations, and anti-spam).
    • We should give data to machines and let them figure it out.
  • How did LinkedIn build smart replies?
    • Candidate Replies: removed personal identifiers, standardized messages: “Great” and “Thanks.”
    • Training Data: conversations scanned by the software to find replies corresponding to the previously synthesized candidate replies.
    • Machine Learning Data: LinkedIn uses a machine learning framework developed within LinkedIn Dagli.
  • Learning #1. Validate your hypothesis before investing in machine learning.
    • Think hard – is machine learning going to solve what you want it to solve?
    • Start with something simple and basic before jumping into machine learning.
    • Plenty of products can feel “smart” or “personal” without machine learning.
  • Learning #2. Avoid embarrassing mistakes.
    • To avoid embarrassing mistakes, you need insightful human intervention.
    • People are different and have different talking styles. Take it into consideration.
    • Different languages come with their own set of rules and formality.
  • Learning #3. Create the right user experience.
    • “The power of your product is not the machine learning model but creating the right user experience.“
    • Keep canned responses short and in a way that they don’t seem canned when someone uses them.
    • Limit the number of reply suggestions to a maximum of. 3.
    • Show fewer or no responses when there is not enough confidence.
  • Learning #4. User feedback.
  • Learning #5. Respect user privacy.
    • LinkedIn has series of transformations that, collectively, remove private information and identifiers from a message (names, emails, phone numbers and proper nouns).
    • Have an optional setting for members to opt-out of smart replies.

 

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://bit.ly/TheProductBook

We teach Product Management in 14 cities worldwide, including Silicon Valley, New York, Los Angeles and London. To learn more about our upcoming courses and how to apply, visit our course page.

Building Revenue Models for Consumer Products by Yelp PM

Whether you are the only Product Manager or one of many, the time eventually comes where every Product Leader is forced to ask “how are we going to make money with this thing?”. How do you define the right price for your product and what revenue models can you build for it?

 

 

Group Product Manager at Yelp

Rahul is Group Product Manager at Yelp. In addition to managing Product Managers who work on a variety of revenue-critical areas, such as partnerships, payments or billing, Rahul is aligned with Yelp’s national business. Rahul manages Product Managers working on consumer and business products for clients like Chipotle, Macy’s and State Farm Insurance.

Rahul Hampole has been with Yelp for 4 years. He has previously held product, engineering and business development roles at companies large and small: YahooGeodelic, Shopzilla. Rahul has an MBA and an MSc in Computer Science. Rahul is an avid sailor and when not on the water, you can find him hiking or snowboarding!

 

What Are the Right Revenue Models?

In this talk, Rahul shared his insights on effective mental models you can use to help you figure out how to monetize your product. He used examples from his career and from substantial revenue-generating products in the market to help you build a rubric. Rahul also talked about a basic framework to attack any product monetization problem.

He gave tips on how to identify the right business model and how to make tradeoffs the right way.

Building Revenue Models for Consumer Products by Yelp PM

 

In a nutshell:

  • 4 Step process to the world of product management:
    • Create a hypothesis.
    • Test the hypothesis.
    • If it fails, create a new hypothesis.
      • You try it again.
    • If it succeeds, scale it.
      • Get more advertisers or more people to pay for the stuff.
  • Identifying the right monetization models.
    • Advertising: Cost per impression, cost per click.
    • Transaction: Cost per lead, cost per transaction.
    • SaaS: Final fee, cost per data usage, cost per seat, e-commerce.
  • Keep it simple!
    • If the product is too complicated to explain and people won’t understand it, they’re probably not going to buy it.
  • Capturing value, giving value,
    • In Google, the advertiser pays only if people click on the ad. There’s no extra cost. How the company makes the people buy something is up to them.
    • Salesforce charges $25 per user. If you grow more, you have to pay more. Both companies’ values are aligned.
  • How to price your product? How much money should you take? 10%? 15%? 20%?
    • It’s an art & science.
    • Never ask your customers.
    • Do your research.
    • Look at your competitors.
    • You don’t have to get it right the first time but if you don’t, the product will most likely fail.
    • Experiment with the price.
  • Making trade-offs.

 

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://bit.ly/TheProductBook

We teach Product Management in 14 cities worldwide, including Silicon Valley, New York, Los Angeles and London. To learn more about our upcoming courses and how to apply, visit our course page.