In a conversation with LogRocket, Calvin Marshall discusses the importance of gathering customer insight during the product development process. Calvin emphasizes the concept of NIHITO which highlights the need to leave the office and engage with customers in their environment to gain valuable information. He also addresses the importance of the business aspect of product management.
The language of business is money. Understanding the value in communicating revenue growth or cost savings is key to having a voice with the C-Suite. Calvin’s philosophy is centered on falling in love with the problem a product is trying to solve, rather than falling in love with the solution itself. He also poses the question – “Is the technology the product, or is the technology the enabler of the product?”
How have you stayed connected to customer feedback in your prior roles?
Well, there’s an interesting saying that has gone around product management circles — NIHITO, or “nothing interesting happens in the office.” What that means is that customers aren’t walking through our front doors. They’re not walking around our home offices. We, as product managers, have to get out of the office and go to where customers are. We have to listen to their problems and see how they’re using our products to have important conversations.
When collecting feedback, do you also talk to folks within your industry that aren’t using your products, but perhaps use a competitor’s products?
There’s a reason why competitive customers aren’t choosing your product. You want to know why that is. They already have a problem that they’re trying to solve, but they’re not using your solution. They’re using somebody else’s solution, so really understanding what that is, why, what’s missing, and where there are opportunities is key.
How do you communicate those ideas and insights to higher-ups — especially those who may not see your suggested changes as a big enough priority?
It all ties back to communicating efficiency gains or revenue growth, as well as being able to improve. What’s really valuable, especially as you look at leaders and manage upward, is being able to quantify revenue. You want to be able to say to your C-suite, “We just grew revenue by X amount because we’re doing this. We just streamlined this by X percent and saved Y dollars.”
You can read the whole interview with LogRocket here
