Nope.

You need a map – a plan that guides each step towards your goal.

In life, our goals are like that peak. Without planning, they seem daunting and out of reach.

This is where SMART goals come into play!

Curious about what SMART stands for? Want to learn how it evolved over time? How about its application in different contexts or understanding common misconceptions surrounding it?

A cliffhanger no more! We’ve got all these answers packed inside waiting just for you!

Understanding the SMART goal acronym

Seeking a strategy to help bring clarity and direction to your goals? Look no further than the SMART goal framework. The SMART acronym stands for:

S – Specific: Goals should be well-defined and clear. If it’s vague or general, it won’t give you enough direction.

M – Measurable: You need an indicator of progress. This makes tracking your advancement straightforward and helps maintain motivation.

A – Achievable: The goal must be attainable, not impossible. It has to challenge you but still remain within reach.

R – Relevant: A relevant goal matters to you and aligns with other related objectives. It typically answers questions about why the purpose is important.

T – Time-bound: Your target needs a deadline because open-ended goals tend to fall by the wayside.

Setting SMART goals can guide your decision-making process. It helps prioritize tasks effectively and keeps morale high. You function better when you work on the most important tasks. And you feel better if you’re actually hitting their goals.

Being SMART about how we set our targets makes all the difference between achieving them…or not.

Examples of effective SMART goals

Let’s take a look at some examples to show what SMART goals are all about.

Example 1: increase user onboarding completion rate

Goal: Increase user onboarding completion rate by 20% over the next quarter.

S – Specific:

The goal targets a specific area for improvement — increasing onboarding completion by 20%.

M – Measurable: Progress can be tracked through percentage increase in completion rates.

A – Achievable: A 20% increase, while challenging, should be achievable. With targeted efforts like improving onboarding UI or providing additional support resources.

R – Relevant: The goal aligns with broader business objectives of improving customer satisfaction.

T – Time-bound: The time frame set for achieving this target is one quarter (three months).

Example 2 – reduce customer churn rate

Goal: Reduce customer churn rate from current 5% to below 4% within six months.

S – Specific: This smart objective clearly identifies reducing customer churn as its focus.

M – Measurable: We can measure progress by tracking changes in our churn statistics.

A – Achievable: This may require implementing new strategies. For example, introducing loyalty programs or enhancing post-sales services. But, it’s an attainable aim within 6 months of work.

R – Relevant: Reducing churn is vital for maintaining a healthy MRR in SaaS businesses.

T – Time-bound: The goal has to be achieved within six months.

Example 3 – improve product feature usage

Goal: Increase usage of feature X by 30% over the next two quarters.

S – Specific: The goal is clear and specifies that it aims at increasing usage of a particular product feature.

M – Measurable: We can track progress through user engagement metrics specific to this feature.

A – Achievable: Two quarters gives the team ample time to test things that could boost usage.

R – Relevant: It ties into broader goals like improving overall product adoption.

T – Time-bound: A time frame of two quarters is set for achieving this target.

Now that we’ve looked at what SMART goals are, let’s look at where they came from.

Origin and evolution of the SMART goal acronym

The SMART goal acronym has an interesting history that dates back to the early 1980s. It was first explained in a paper titled “There’s a S.M.A.R.T way to write management’s goals and objectives” penned by George T. Doran.

Doran’s version laid out five criteria for effective goals:

1. Specific
2. Measurable
3. Assignable (later changed to Achievable)
4. Realistic
5. Time-related

It’s close to the definition we just shared, but not exactly the same.

A modern twist on an old classic

But over time the interpretation of these letters has evolved.

For example, Project Smart suggests using Attainable instead of Assignable. It also recommends using Relevant rather than Realistic. This makes goals more personal and pertinent.

An ongoing journey towards clarity

The evolution continues with different industries adapting it according their specific needs.

Smartsheet uses this framework but modifies “Realistic” with “Relevant.” This emphasizes alignment with broader business aims.

You might find that slightly modifying SMART could make it more applicable to your use case too.

Practical application of SMART goals

The SMART goal framework provides an actionable guide. And, it applies in all walks of life.

Let’s explore how you can apply it in various contexts.

In project management

Project managers usually leverage SMART goals. These help ensure projects are well-defined from start till end. For example: “Implement new CRM system across all departments within six months.” It brings focus, direction and allows better tracking of progress.

In business planning

Broader business planning benefits from SMART goals too. If you’re aiming for sales growth, make sure that the objective is clear. “Increase online sales by 20% in the next quarter” is measurable and time-limited. This helps align teams around common objectives.

In personal development

For personal growth, SMART goals give clarity to your ambitions. Want to learn a new language? Make the goal:

• Specific (I want to learn Spanish)
• Measurable (reach B1 level)
• Achievable (dedicate 30 minutes each day for practice)
• Relevant (to enhance my travel experiences)
• Time-bound (it usually takes about 400-600 hours to become fluent in Spanish)

These are just a few examples of SMART goal applications. It can help in most situations, though.

Benefits of using the SMART goal framework

SMART goals can be an useful for both your individual and professional life. Here are their key benefits:

1. Clarity: With SMART goals, you have clear, defined targets. No guesswork involved – you know exactly what needs to be achieved.

2. Focus: Concentrate on one specific outcome at a time. This reduces distractions and booss productivity.

3. Motivation: Achievable and relevant goals make sure you’re excited about the task ahead. This fuels motivation for long-term success.

4. Accountability: The ‘T’ in SMART stands for ‘Time-bound.’ This means each goal has an attached timeline, making progress measurable over periods. This ensures better accountability and fosters self-discipline as deadlines loom closer.

5. Progress: Because you’re tracking your goals over time, you can see how you’re progressing.

Common misconceptions about SMART goals

The world of goal setting is no stranger to misconceptions. The SMART goal framework isn’t exempt from this.

A common myth is that SMART goals are restrictive, boxing you into a rigid structure. But in reality, they help define clear objectives for greater productivity.

An equally prevalent misconception: ‘SMART’ stands only for business or academic settings. As we mentioned, it’s adaptable across various contexts – personal growth included.

You might also hear some say that using SMART goals ensures instant success. While it’s a potent tool to enhance focus and clarity, there’s no substitute for hard work and perseverance.

Last but not least: “Aren’t all goals smart?” Not quite. Without Specificity or Measurability (two pillars of the acronym), many so-called ‘goals’ may end up as vague wishes instead.

For example, “drive engagment” isn’t a SMART goal. It’s not specific because it doesn’t mention specify what engagement is. It also isn’t measurable, doesn’t have any timeframe attached. 

So next time you come across these myths about SMART goals, let them know what’s what.

Challenges in implementing SMART goals

Even though the SMART goal framework is a robust tool, it’s not without its challenges. Let’s look at these now.

Misinterpretation of terms

The first hurdle can be understanding and applying the terms accurately. For instance, what qualifies as ‘Specific’ or ‘Measurable’? These questions often lead to ambiguity.

Lack of flexibility

A common critique is that SMART goals don’t allow for flexibility. Let’s say you’re working on innovative projects with unpredictable outcomes. Sticking rigidly to specific objectives may stifle creativity.

Inadequate resources

Sometimes setting attainable and realistic goals gets tough when resources are limited. This can cause frustration among teams who want to achieve more but feel constrained by resource availability.

Neglecting non-quantifiable aspects

Focusing solely on measurable aspects might make us overlook non-quantifiable yet critical elements. That could include things like team morale or customer satisfaction.

Implementing SMART goals does present some obstacles. However, awareness about these issues combined with a bit of ingenuity can help you overcome them.

Critiques and alternatives to the SMART goal framework

While SMART goals have been a mainstay in goal-setting, they aren’t without criticism.

Some argue that this framework may limit creativity or lead to overly simplistic objectives. They feel it can prioritize measurable results over meaningful impact.

To tackle these concerns, you might consider alternative methods of setting goals.

The CLEAR method

An emerging favorite is the CLEAR method.

This approach encourages us to set goals that are:

• Collaborative
• Limited in scope and time
• Emotional (connecting with our passions)
• Appreciable (breakable into smaller tasks)
• Refinable (flexible for changes)

The SMART method doesn’t focus much on the collaborative, emotional, or appreciable factors. Using CLEAR lets you focus on those. If your project calls for it, CLEAR might be a more effective tool for you.

The FAST approach

Another promising strategy is the FAST approach.

FAST emphasizes open sharing of objectives within teams. It promotes goals that are:

• Frequently discussed
• Ambitious in scope
• Set collaboratively
• Transparently tracked

Both alternatives provide good options for a more dynamic and collaborative approach.

Smart goal setting — your path to success

The SMART goal acronym isn’t just a bunch letters. It’s your guide to success. Specific, Measurable, Achievable, Relevant and Time-bound – that’s how we define our peaks.

Mastering the art of SMART goals can make all difference in your climb towards success. Give them a try today! 

Eric Hoppe

Marketer and aspiring dog-sport competitor Eric’s career features stints with innovative companies like Opera Software and Crowd Content. When he’s not telling the world how great Canny is, Eric's finding ways to get his dogson to be a more competitive frisbee dog.

All Posts - Website · Twitter - LinkedIn

The post Exploring the SMART goal acronym and how to set effective goals first appeared on Canny Blog.

The post Exploring the SMART goal acronym and how to set effective goals appeared first on Canny Blog.

This is kinda like developing software without user stories. You know the ingredients: code, design elements, and functionality features. But which ones are needed exactly? Where do these components fit into the equation?

User stories help answer these questions. They clear guidance on what needs to be done.

Let’s explore how user stories can help you build user-centric products.

Understanding user stories in Agile development

User stories are an essential tool within the Agile development methodology. They provide a straightforward approach to express how to build features users’ perspectives.

But what exactly is a user story?

A user story is typically expressed in one sentence and focuses on:

1. Who will use the new capability (the user)
2. What they need it for (the goal)
3. Why it’s important (the benefit)

 The user story format is concise and delivers value to users effectively.

User stories break down epics into smaller, more actionable tasks. This lets your team be flexible in building the most pressing user stories that make up an epic. 

How do you develop a user story to guide you? There’s an easy formula.

The magic formula: as an [actor], I want [action], so that [benefit]

This formula represents the heart of any good user story. It helps developers understand the ‘who’, ‘what’ and ‘why’ of a story. They avoid getting too involved in technical details too soon.

“As an online shopper, I want to filter products by size, so that I can quickly find clothes that fit me.”

This example demonstrates all three elements:

1. Actor (online shopper)
2. Action (filter products by size)
3. Benefit  (‘quickly find clothes’)

The aim here isn’t detailing every aspect of implementation. Rather, it helps guide those discussions later on. Typically this happens during backlog grooming or sprint planning sessions.

Keep reading to see some examples of this formula in action.

Paving way for better conversations

More than mere tools for requirements gathering, user stories foster collaboration. They’re written from end-users’ perspectives. This sparks more user-centric conversations among team members about product features.

They start conversations between developers and stakeholders. That could include product owners, business analysts, and even end-users. They help teams understand the value each piece of work delivers. This drives prioritization in backlog refinement sessions.

Putting users at the heart of development

User stories help you build products that truly resonate with their audience. It’s all about making the users’ needs a priority, so they get an experience tailored to them. That’s a big reason why user stories are such a powerful tool in Agile development.

Key takeaway: 

User stories give a clear direction to your team. They focus on the user’s goals and benefits they’re looking for. This approach fosters collaboration and keeps everyone in sync with users’ expectations. They ultimately lead to more successful products.

User research — the key to better user stories

Understanding your users is crucial. 

To write effective user stories, conducting thorough user research is key. It allows you to gain insight into users’ behaviors, needs, motivations and challenges. These are all essential elements in crafting meaningful and impactful user stories.

You’re looking for rich qualitative data to inform your product development process.

A good starting point for gathering this information could be surveys or interviews. You want to ask open-ended questions. You want to understand users’ goals, pain points, and more.

You can also look to user feedback to learn about your users. If you’re using a product management software with user feedback tools (like Canny), you likely have a wealth of feedback to learn from. 

You can also review your customer support tools for more feedback. Chat logs, support tickets, call transcripts – they all have valuable user data you can learn from. 

Benefits of using user stories

User stories serve as a bridge between the technical team and stakeholders. They offer several benefits that help streamline product development.

Better communication and understanding

User stories are a simple way for teams to discuss features from users’ perspectives. They help everyone involved understand the value each feature brings to the user. That makes it easier to prioritize tasks effectively.

Fostering customer-centric thinking

They also encourage teams to think about features from the customer’s viewpoint. It’s not just about what a system should do but why it matters to users. This is a fundamental shift towards more customer-centric thinking.

Resource – How to start making your business customer focused

Promoting collaboration

Creating user stories is typically a collaborative process involving both developers and stakeholders. This interaction promotes shared understanding and reduces misunderstandings, making your agile journey smoother.

Maintaining focus on business value

A well-written user story emphasizes business value by defining ‘who’, ‘what’, and ‘why’. With this focus, teams can align their efforts with business goals. This leads to better ROI on product development initiatives.

Note: using user stories definitely has its perks. But, they’re most effective when combined with other Agile practices. That includes things like iterative delivery, story mapping, and regular feedback cycles.

Anatomy of a user story

We already introduced the user story formula above. Let’s break it down.

A user story is like the blueprint for a product feature. It’s brief, yet insightful, capturing the essence of what users need in just a few sentences.

Key components

User stories have three main parts: as an “actor”, I want to ‘action’, so that ‘benefit’. The ‘actor’ represents who wants the feature – typically your user or customer. The ‘action’ is the thing they’re wanting to accomplish, and the rationale for that can be seen in the ‘benefit’.

Think about it this way. If you’re a hungry person (actor), you’d eat cookies (action) because you’re craving sweets (benefit). So simple but it paints such a clear picture.

The importance of simplicity: the INVEST principle

In crafting user stories, simplicity reigns supreme. 

A key way to do that by splitting user stories effectively. This ensures they remain manageable and deliverable within one sprint.

A good way to remember this is through Bill Wake’s INVEST principle. It stands for Independent, Negotiable, Valuable, Estimatable, Small and Testable.

Independent: Each story should be self-contained so there is no dependency on another story.

Negotiable: Until they are part of an iteration, items can always be changed or rewritten.

Valuable: The story needs to be valuable for the user on its own. 

Estimatable: It needs to have some estimate of how much effort it will require. 

Small: User stories should be achievable in a reasonable amount of time. 

Testable: Once built, the user should be able to test that their goal can be accomplished. 

Acceptance criteria: defining done

Last but not least are acceptance criteria. These act like checkpoints verifying if the completed work meets all requirements.

Using acceptance criteria helps teams understand when a user story is ‘done’. It clarifies the requirements, eliminates ambiguity and fosters shared understanding among team members. Remember, clarity breeds success in Agile development.

Here’s what acceptance criteria would look like for a user story focused on online shopping:

1. Browse products: The customer should be able to view all available products. That includes their details like images, descriptions, and prices. This is similar to walking through aisles in a physical store.
2. Select items: The customers must have the option to add desired products into a virtual ‘shopping cart’. They should also be able to change quantities or remove items from this cart if needed.
3. Purchase process: Customers need a clear and straightforward process for checking out and paying. This includes entering shipping information and choosing among various payment methods.
4. Email confirmation: After paying, customers receive an email confirmation with their order summary and delivery date.

These expectations ensure everyone understands what needs to be done before this user story is complete.

The anatomy of a user story might seem basic. But, each component plays an integral part in successful Agile development. After all, as they say in Hollywood – there’s no small parts, only small actors.

Key takeaway: 

Picture a user story as your feature’s blueprint – short yet rich. It comprises three elements: ‘actor’, ‘action’, and ‘benefit’. This simple format helps capture what users need from the product, why they want it, and who needs it. Always keep stories independent, negotiable, valuable, estimable, small, and testable for clear understanding. Be sure to include acceptance criteria with each story. 

Creating effective user stories

Writing effective user stories can be challenging. Let’s apply the formula and break it down into smaller chunks.

The role of ‘as a…’

Start by identifying the actor / user, often represented as “As a [user type]”. This helps you maintain focus on who will use your product and their needs. For example, “As an online shopper” or “As an app developer.”

Focusing on the ‘I want…’

Next is expressing what the user wants to do with your product: “I want [some feature].” Be specific about this need or goal. A well-defined goal might look like this:

“I want to compare prices across different vendors.”

Nailing down ‘so that…’

Finally, explain the why — the benefit — expressed as “so that…”

Here’s where you make clear what problem you’re solving for users. For instance, “So that I can get the best deal.”

An example user story

Pulling all these elements together could result in something like:

“As an online shopper, I want to compare prices across different vendors so that I can get the best deal.”

It identifies who (online shoppers), what (compare prices), and why (get the best deals).

Making sure your user stories are effective

To ensure effectiveness of your user stories remember three key points:

1. Your story should always center around end-user benefits
2. Avoid technical jargon – keep it simple and straightforward
3. User stories aren’t set in stone. They’re designed to evolve based on customer feedback and changes in business goals.

Writing effective user stories is a skill that improves with practice.

Key takeaway: 

Creating compelling user stories in Agile development involves a three-step process: identify the user with “As a…”, express their needs with “I want…”, and explain the benefits with “So that…”. Remember to keep it simple, focused on end-user benefits, and open to evolution over time.

Common pitfalls in writing user stories

There are several traps that can hinder your progress in writing user stories. Let’s explore the most frequent issues and how to steer clear of them.

Pitfall 1: vagueness

User stories need clarity for effective implementation. Avoid writing vague descriptions like “As a user, I want better functionality.” Instead, be specific. For example, “as a content writer, I want an auto-save feature so that my work doesn’t get lost.”

Pitfall 2: overcomplication

Brevity is the soul of wit, and also of good user stories. Overloading a story with too many details can confuse developers. Keep it simple; focus on one action per story.

Agile Alliance has some great examples to help you keep things concise yet impactful.

Pitfall 3: neglecting the end user perspective

The whole point of a user story is to reflect what users need from their perspective, not yours. Don’t let tech jargon creep in; remember who your audience really is.

Pitfall 4: forgetting acceptance criteria

Acceptance criteria helps everyone understands when the user story’s goal is met. Without these parameters clearly defined, development could veer off course. Make sure to include these in your user stories.

Pitfall 5: neglecting regular reviews

Don’t let your user stories gather dust. Conduct regular reviews to ensure they remain relevant and useful. Update them as necessary based on customer feedback or changing market trends.

Let’s not forget– our ultimate aim here is to craft something exceptional.

Key takeaway: 

When writing user stories, avoid pitfalls like vagueness and overcomplication. Stay specific and concise while focusing on the end-user perspective. Don’t forget to set clear acceptance criteria. Conduct regular reviews for relevance based on customer feedback or market trends.

Real-world examples of user stories

A user story puts a face on the product’s end-user. It makes it easier for teams to empathize and build with users’ needs in mind. Let’s look at some examples that illustrate this concept.

The music lover

User: As an avid music lover,

I want: To create personalized playlists,

So that: I can listen to my favorite songs anytime.

This example showcases how simple yet effective a user story can be. The development team gets clear insight into what they need to deliver – a feature allowing users to make custom playlists.

The busy mom

User: As a busy mom,

I want: To quickly find healthy recipes,

So that: I can prepare nutritious meals for my family efficiently.

This gives the development team direction on providing easily accessible healthy recipe options. It meets the real-life requirements of their target audience.

The freelance writer

User: As a freelance writer,

I want: To check my grammar,

So that: I can produce error-free articles.

Another example where understanding the user’s perspective helps develop tailored features. Here, high-quality grammar checking tools are key. These insights let product managers develop truly responsive solutions.

These examples highlight just how useful user stories can be in product development. Remember to kick off your project with a user story – it could make all the difference.

Comparing user stories with use cases and scenarios

If you’ve dipped your toes into Agile development, you’ll have encountered user stories. But how do they compare with use cases and scenarios? Let’s explore that. 

User stories vs. use cases

A user story is a brief, simple description of a feature told from the perspective of an end-user. It focuses on their needs. It provides valuable context that helps develop solutions that resonate with users.

In contrast, a use case offers more detail. It defines interactions between actors (users or systems) and the system under design. User stories foster empathy by putting developers in users’ shoes. In contrast, use cases help clarify functional requirements to avoid ambiguity during implementation.

A user story focuses on what users need from a product rather than how it should be implemented. It’s written from the end-user’s perspective in natural language that reflects user requirements. For example:

“As a Canny user, I want to easily categorize feedback so that I can prioritize my tasks effectively.”

This simple statement outlines who the user is (a Canny user). It also details what they want (to categorize feedback), and why they need it (to prioritize tasks). The format encourages teams to focus on delivering value to users instead of getting caught up in technical details.

Use cases provide more detailed descriptions about interactions between ‘actors’ and systems. They include preconditions, postconditions, basic flow events, alternative flows, and exceptions. Here’s an example:

“A product manager logs into Canny’s platform. If login is successful, he/she then accesses dashboard where he/she can view categorized feedback. Feedback is sorted by priority.”

The use case provides explicit detail about how interaction with the system takes place. This helps developers understand exactly what functionality must be built into the system.

User stories vs. scenarios

Scenarios, like user stories, emphasize human elements — emotions and goals. But, they delve deeper into real-world contexts where software might be used.

This practical focus makes scenarios perfect tools for envisioning complex situations. They complement, rather than compete, with concise but high-level user stories.

Here’s an example:

“John logs into his account on ShopSmart’s website. He navigates to Men’s Clothing -> Shirts. He sees an option ‘Filter By Size’. He clicks it and selects ‘Medium’. The page refreshes showing only medium-sized shirts.”

The user story for this could be:

“As an online shopper, I want to filter products by size so that I can quickly find items that fit me.”

The scenario gives us insight into John’s journey while he tries to complete his task. The corresponding user story simply states John’s end-goal. It doesn’t detail how he achieves it.

Both serve as vital communication tools in product management. But, they operate at different levels of detail. User stories help us understand what our users need. Scenarios provide a detailed view of how they might interact with the product to fulfill those needs.

These concepts may seem similar at first glance, serving overlapping purposes. But, they each bring unique value to Agile development practices. Understanding when and why to use each provides effective communication among team members.

Advanced user story techniques

Taking your Agile development to the next level requires more than just a basic understanding of user stories. Let’s delve into some sophisticated approaches that can give you a competitive advantage.

User story mapping for better visualization

An excellent tool for visualizing the workflow from a user perspective is user story mapping. It helps product teams better plan their development path. Essentially, you map out your user stories in a visual path. Then, you specify the tasks and activities required for each story.

Epic user stories: dealing with complexity

Sometimes features are too complex to fit into one single user story – that’s where epics comes in handy. Epics help break down these larger pieces into smaller chunks. Think of them epics as a collection of user stories. They help maintain focus on delivering value incrementally.

Here’s an example

“As an online shopper, I want search functionality so I can quickly find what I need.”

This might become multiple stories under an epic called “Search Functionality”. This technique allows teams to manage complexity without losing sight of their goals.

User stories help you build better products

A well-crafted user story gives clear directions to follow in building user-centric products. They guarantee all parties are are aligned and the customer’s needs are satisfied.

If you want to get valuable user insights for your user stories, get a free Canny account. You’ll automatically capture valuable user feedback that can inform your user stories. 

Eric Hoppe

Marketer and aspiring dog-sport competitor Eric’s career features stints with innovative companies like Opera Software and Crowd Content. When he’s not telling the world how great Canny is, Eric's finding ways to get his dogson to be a more competitive frisbee dog.

All Posts - Website · Twitter - LinkedIn

The post Understanding user stories and how they help in product management first appeared on Canny Blog.

The post Understanding user stories and how they help in product management appeared first on Canny Blog.

One of the most important steps is to have an innovation strategy. And, you need to know how to act on it.

That’s what you get with an innovation roadmap.

It might seem like innovation is hard to plan. Brilliant breakthrough products like the first smartphone might seem like a stroke of genius. In reality, many innovative products are carefully researched and planned. They don’t just happen.

The innovation roadmap helps you map your path towards growth and innovation. It also helps you navigate competitive pressures and market changes.

This post will guide you on this journey to innovation. We’ll explore the core elements of an effective innovation roadmap. We’ll also look at different types of innovations and how they drive business growth.

Many companies struggle to foster a clear focus on their innovation goals. By following innovation roadmapping best practices, you can overcome that.

Let’s dive in.

Understanding the innovation roadmap

An innovation roadmap is a plan that outlines how you’ll innovate. It plans projects that your innovation team thinks will deliver new, unique value.

This can help you gain a competitive advantage.

It’s more than just a timeline. It’s about planning how you’ll deliver value to your customers.

Innovation roadmaps guide businesses towards market leadership, setting strategic goals along the way. They help companies navigate through complex environments with confidence and precision. And like in any journey, buy-in from all stakeholders is crucial for success.

The core elements of an innovation roadmap

A good innovation roadmap has several key components:

1. Vision
2. Objectives
3. Initiatives
4. Timeframes
5. Milestones
6. Dependencies
7. Resources

The vision sets out where you want to go – your ultimate goal or destination.

Objectives are what you need to accomplish on your way there. These should be specific and measurable.

Initiatives are projects or actions to meet those objectives. These could be feature requests, internal ideas, or bug reports. 

Each initiative should have a timeframe specified. Often, you’ll specify whether it’s a short-term, medium-term, or long-term initiative. This helps you set clear expectations and timelines for meeting your objectives. 

Milestones highlight key events in your roadmap. Often, milestones could be completing a specific initiative or group of initiatives.

You’ll want to identify dependencies. Some initiatives need to be finished before others can start. Identifying these lets you prioritize critical initiatives and build sequentially. 

Each initiative’s resource requirements should be specified. These could include staff time, budget, software, etc. This is critical so you can prioritize your resources effectively. 

Including all these elements in your roadmap helps you stay focused and on track.

The role of stakeholders in innovation roadmapping

Roadmapping can’t occur in isolation. You need participation from everyone involved. That includes stakeholders. They have vested interests and insights into various aspects of the business. Stakeholder buy-in helps your roadmap be a living document guiding your strategy. Without it, your roadmap may sit untouched on someone’s hard drive.

Companies with high stakeholder involvement have a higher chance of innovation success. So, consider regular touchpoints to update stakeholders about progress against goals.

Adaptability fosters innovation

Embarking on the innovation journey is thrilling, filled with possible discoveries and breakthroughs. Let’s make sure we’re holding the best map. Remember – our path may change, but as long as we focus on our goal, we can overcome any challenges.

Types of innovation

As you build your innovation roadmap, it’s useful to keep in mind what type of innovation you’re working on. Let’s discuss and illustrate some common types of innovation. 

Product innovation

This type involves introducing new products or enhancing existing ones. Think about how Apple revolutionized the mobile industry with its iPhone. It’s a classic example of product innovation. But, it’s not just about creating something new. You have to make sure that ‘new’ offers significant value to customers.

Process innovation

Process innovations focus more on improving efficiency within an organization’s operations. The assembly line invented by Henry Ford is a shining example. It was unheard of that each worker would only work on one part of the process. But, it worked. It dramatically increased production speed while reducing costs.

Business model innovation

Business model innovations tackle changes in company structures and strategies. Companies like Uber and Airbnb didn’t invent anything novel. Both taxis and hotels existed long before these innovators. They just transformed traditional business models, leading to breakthrough innovations.

Service innovation

Service innovation focuses on improvements made towards customer services. Amazon Prime’s one-day delivery system is a great example. Customers loved getting their shipments in a day instead of several days. It boosted customer satisfaction with its innovation. And Amazon isn’t stopping there – they’re now offering 1-hour delivery!

Disruptive innovation

This is what most people think of when they hear “innovation”. A real breakthrough, something that no one has seen before.

Clayton Christensen introduced this concept in his 1997 book “The Innovator’s Dilemma.” It talks about innovation that creates a new market and value network. Eventually, it disrupts it. This disruption often replaces established market-leading firms and products.

Typically, products in this category start in a niche market. They often offer a unique competitive advantage and improve rapidly.

Netflix is a popular example in this category. It started by mailing DVDs. It transitioned to online streaming, eventually disrupting traditional cable TV.

Radical innovation

Radical innovation is also known as breakthrough or transformative innovation. Products in this category significantly differ from what currently exists on the market. These innovations often introduce entirely new paradigms. They can reshape industries or even create entirely new ones.

Radically innovative products involve a high level of risk (and potential reward). They take longer to develop and require lots of knowledge and capabilities. Most importantly, they present a fundamental change.

Electric cars are a great example of this category. The concept of electric vehicles (EVs) isn’t new. However, advancements in battery technology have positioned EVs as a radical innovation.

Incremental innovation

Incremental innovation is a series of small improvements or upgrades. You can apply incrememntal innovation to existing products, services, processes, or methods. Incremental innovation is the opposite of radical or disruptive innovation. It doesn’t typically involve significant breakthroughs or entirely new approaches. Rather, it plays the long game. It’s also lower risk than other types of innovation.

An example could be a software update that fixes bugs. It’s not a massive change, but it’s still important and valuable.

Architectural innovation

Architectural innovation reconfigures existing product’s components in a new way. The core design concepts and main components remain largely unchanged. This type of innovation changes the relationship between the pieces of the problem. It does that without changing the pieces themselves.

Here’s an example. Web hosting shifted from centralized servers to distributed cloud-based servers.

As you were reading this, one or two types and categories of innovation might’ve resonated with you the most. If so, keep them in mind as you continue reading.

Building your innovation roadmap

Now that you know what to include in your roadmap, you can start building it.

An innovation roadmap is a visual representation of your innovation journey. It charts the course from ideation to implementation. Here’s a step-by-step guide to building your innovation roadmap:

1. Define your goals:

• Start with the end in mind. What do you hope to achieve with your innovations? Entering a new market? Improving customer experience? Increasing operational efficiency? Whatever your aims, make sure you have clear objectives.

2. Gather insights:

• Dive deep into market research, customer feedback, and industry trends. Understand the gaps in the market and the needs of your customers.

3. Brainstorm ideas:

• Bring together a diverse team and encourage free thinking. Use techniques like design thinking or SWOT analysis to generate a plethora of ideas.

4. Prioritize initiatives:

• Not all ideas are created equal. Evaluate each one based on its potential impact, feasibility, and alignment with your goals. Check out our post on product prioritization to see how to best do this.

5. Allocate resources:

• Determine the budget, staff time, and time required for each initiative. Make sure you have the necessary resources to bring your ideas to life.

6. Set milestones:

• Break down the innovation process into manageable chunks. Set clear milestones with deadlines to keep the team on track.

7. Visualize the roadmap:

• Use tools or software to create a visual representation of your roadmap. This will help in communicating the plan to stakeholders and keeping everyone aligned. You can get Canny’s roadmapping software for free. 

8. Gather feedback and iterate:

• Once your roadmap is in place, share it with a broader audience. Gather feedback, make necessary adjustments, and ensure it remains a living document.

9. Monitor progress:

• Regularly review your roadmap. Track progress against milestones, celebrate successes, and address any roadblocks.

10. Evolve and update:

• The innovation journey is dynamic. As market conditions change and new insights emerge, revisit and update your roadmap to stay relevant.

Building an innovation roadmap is a collaborative and iterative process. It provides clarity, direction for your team. And, it ensures that your innovative ideas translate into tangible results.

Chart a course for innovation

Innovation certainly isn’t a breeze. But, with an innovation roadmap, you can give yourself a great shot at successfully innovating. 

Remember – they’re not just useful for creating products. They also help innovate processes, business models, and services too. 

The innovation management process is key to successful business growth. And, innovation roadmaps are one of the best tools to help that process. 

Eric Hoppe

Marketer and aspiring dog-sport competitor Eric’s career features stints with innovative companies like Opera Software and Crowd Content. When he’s not telling the world how great Canny is, Eric's finding ways to get his dogson to be a more competitive frisbee dog.

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The post What is an innovation roadmap? How does it support your innovation strategy? first appeared on Canny Blog.

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This guide can help you manage tech decisions and keep your business on course. We’ll explain exactly what tech roadmaps are and how they’re used. You’ll see how to both plan and execute these roadmaps. Plus, get insights on integrating product development for smoother sailing ahead.

Aligning technology initiatives with business goals helps your company succeed. And, tech roadmaps are a great way to do that.

Curious yet? Hang tight as we embark on this journey together!

What is a technology roadmap?

A technology roadmap is a strategic document that communicates the plan for technology initiatives. They’re sometimes known as IT or technical roadmaps.

Technology initiatives could include:

1. Onboarding new software
2. Setting up hosting 
3. Creating databases
4. Building physical infrastructure
5. Integrating different systems together
6. And many more

Tech roadmaps help organizations understand and visualize their technological needs over time. It matches company goals with specific technology solutions. Ultimately, it ensures you have the technology needed to drive innovation and growth.

Purpose and benefits

There are many benefits of building a tech roadmap:

1. It aligns tech investments with business priorities
2. It helps anticipate future tech needs.
3. It improves communication about tech plans to your whole organization.
4. It helps promote efficient resource allocations

What does that look like?

As the name suggests, it looks like a list of new tech you want to set up.

Often this will be a visual roadmap that shows what tech is coming and when. Many tech teams use tools like GitHub or Canny to visualize roadmaps. Other teams still manage their roadmaps in spreadsheets, though. Airtable or Google sheets are popular examples.

In either case, it’s important to have a good understanding of each planned technology. That includes its importance, other projects it impacts, its stakeholders, and more. We’ll cover that in more detail soon.

The beauty of a technology roadmap lies in its flexibility. Every organization can tailor one to suit its specific requirements. Here are a few examples of tech roadmaps you might see:

Key elements and components

Let’s take a quick look at the key elements that make up a technology roadmap.

Vision and strategy

The vision is the overarching goal your team wants to achieve. Your tech roadmamp needs to deliver the technology necessary to do that.

For example, your vision could be to build the web’s best stock photography site. 

Strategic objectives support your vision. They are usually specific technology projects required to achieve the vision.

What would a strategic objective supporting the stock photography site example be? Well, your team might need to set up hosting on Amazon Web Services. They would also need their development environments set up. 

Timeframes

You’ll want to specify what timeframes your roadmap covers. These are some common ones:

1. Short-term: immediate technology projects planned for the next few months to a year.
2. Medium-term: projects and initiatives planned for the next one to three years.
3. Long-term: tech initiatives that are planned for three years and beyond.

Technology initiatives

These are the projects, solutions, or technologies that the organization plans to implement.

This can include software upgrades, infrastructure changes, research and development projects, etc.

Milestones

Milestones are key events that mark significant progress towards implementing a technology initiative. This could include completion of project phases, successful testing, or deployment.

Dependencies

These are relationships between different technology initiatives. They indicate which projects rely on the completion of others.

Resources

There are human, financial, and technological resources required for each initiative.

Examples include project teams’ time, budgets, hardware, software, and other assets.

Risks and challenges

There are potential issues that might hinder the successful implementation of technology initiatives. Your tech roadmap should identify and explain them. Then, develop strategies for mitigating those risks.

Stakeholders

These are the key individuals or groups who have an interest in the technology roadmap.

This can include internal teams, leadership, customers, partners, and vendors. You should specify which groups have access to the tech roadmap and how you’ll communicate it.

Review and update mechanism

You need a process to regularly review and update the technology roadmap. You’ll update based on changing business needs, technological advancements, and feedback from stakeholders.

Note: these elements provide a general framework. The specific content and structure of a technology roadmap can vary based on the organization’s needs, industry, and the complexity of its technology landscape.

These elements work together to guide where your technology should go over time.

Now, let’s put those elements to work and actually plan out your roadmap.

Planning a technology roadmap

Building a robust tech roadmap is like plotting your journey on a GPS. It needs careful planning, foresight, and adjustment to ensure you reach your destination.

Let’s look at the steps you need to take.

Identify key stakeholders

Your first step should be to identify who will use the tech or product. These are your key stakeholders. They could be anyone from customers, employees, investors, or even regulatory bodies.

Define goals and objectives

The next task at hand is setting clear goals and objectives that align with business goals. This acts as the guiding light throughout the development process.

For example, you might have a goal of setting up all tech infrastructure for a new website your team is launching. Your roadmap would focus on achieving that goal. 

Evaluate technology alternatives

A critical part of this plan involves evaluating different technologies. You’ll want to identify your requirements for each project. Then, you can evaluate vendors based on your requirements and budget.

Determine necessary resources

Knowing which technologies you want to implement, you need to look at what each requires. Most will have human, financial, and technological requirements. It’s important to know what can be reasonably accomplished with your team’s bandwidth, budget, etc. 

Identify dependencies

It’s very likely that some technologies rely on others being implemented first. Identify those dependencies. Make sure you account for them when planning your roadmap. 

Create realistic timelines

Rome wasn’t built in a day. And neither can any decent piece of technology. Set realistic timelines for every phase of development. Consider potential roadblocks along the way.

It’s tempting to set aspirational goals. But make sure that you’re not leading yourself and your team to a burnout.

Prioritizing projects

Chances are you’ll have no shortage of technology to implement. That’s why prioritization is critical. You’ll want to develop a prioritization formula based on your team’s priorities. This lets you objectively evaluate each technology. You’ll see which are highest-priority.

Typically you’d schedule highest-priority projects first. But, you may need to adjust your roadmap based on dependencies.

Add items to your roadmap

Finally, you’ll add projects to your roadmap. Start with your high-priority projects first. Make sure it has the key elements we mentioned above.

There are many ways to present your roadmap. If you’re looking for inspiration, check out our roadmap templates.

Executing the technology roadmap

We just explored planning your roadmap. Let’s take a look at how you can execute on it.

Setting up your roadmap

You need to store your roadmap in a central location. All your stakeholders should have access to it, and be able to share their input.

Roadmaps built in spreadsheets used to be commonplace. They kind of work, but aren’tt really built for it. 

Many project management tools have some basic roadmap functionality. They can work well, but often lack roadmap specific functionality you’d expect. 

Tools like Canny’s roadmap builder are purpose-built for roadmapping. You can:

1. Add tech projects to your roadmap
2. Discuss them with stakeholders
3. Prioritize projects based on your unqiue criteria
4. Keep everyone updated

You can get a free account to check it out!

Assigning tasks and responsibilities

It’s crucial to clearly assign tasks when executing a technology roadmap. This makes sure everyone knows their role, helping avoid confusion and delays. That means your roadmap should integrate with your project management system.

Tools like Jira, ClickUp and Asana are great for this. Canny integrates with all these tools. So, your roadmap and project management system work together.

While project management is a huge topic, here’s one tip. When assigning tasks tied to roadmap items, be aware of how much time each task takes. You’ll want to ensure your team’s time estimates line up with your roadmap’s timelines.

Once the work is assigned you need to stay on top of it. Make sure you’re hitting your deliverables so your technology roadmap stays on track.

Engaging and communicating with stakeholders

Keeping stakeholders engaged is key for smooth execution of a tech roadmap. Regular updates on progress can make sure they stay involved.

In Canny, anyone following a project gets email updates whenever there’s progress. You can also publish release notes when you ship projects. These also notify interested stakeholders.

Monitoring and tracking progress

To ensure your plan stays on track, make sure you’re regularly monitoring progress. Are initiatives being completed according to the timeline? Have there been any delays that require you to reschedule things? Are any initiatives blocked and need outside support?

You’ll want to make sure you’re on top of questions like these. Your project management system should update you as your team progresses. So, make sure you’re up to date and adjusting as needed. 

Connecting with your product roadmap

Your technology roadmap isn’t a stand-alone tool. It should sync perfectly with your product roadmap. Your technology roadmap provides the foundation your product roadmap needs to succeed. 

Links between technology and product development

Tech initiatives must align with product goals. Let’s say you’re planning to enhance user experience on your app. Your tech team may need to prioritize projects around backend optimizations.

This means your technology and product roadmaps should align. Many items on the tech roadmap could be dependencies on the product roadmap.

Collaboration between the product manager and technology leader

The product manager (PM) and technology leader have distinct roles. But, their collaboration ensures alignment of tech plans with business objectives. Regular meetings or check-ins can help both stay informed about progress, obstacles, and changes in direction.

Establishing strategic direction for product and technology

This shared vision sets the path forward. The PM has deep understanding of customer needs. The tech lead’s expertise provides the infrastructure needed to solve those. They create a balanced approach towards achieving business goals while ensuring technical feasibility.

Why a technology roadmap is a great idea

Technology roadmaps can give you the upper hand in strategic planning. These tools are not just about plotting tech initiatives. They also align tech projects with business objectives and long-term goals.

Embracing technology roadmapping allows organizations to be nimble. They can anticipate changes, make informed decisions, and adapt swiftly to shifting trends.

Using technology roadmaps could be the deciding factor in staying ahead with innovation. Make sure yours is up to date so you can support your team’s growth. 

Eric Hoppe

Marketer and aspiring dog-sport competitor Eric’s career features stints with innovative companies like Opera Software and Crowd Content. When he’s not telling the world how great Canny is, Eric's finding ways to get his dogson to be a more competitive frisbee dog.

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The post What is a technology roadmap + how do you build one that works? first appeared on Canny Blog.

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You’re drawn to two apple stands side by side. 

Both offer juicy red apples, but one has a sign: “Picked this morning from our local organic farm.”

The choice becomes easy.

This is the power of a compelling value proposition. It helps your offering get noticed in the swarmed market.

But what if you’re not selling apples? How do you craft a compelling value proposition for your business or brand offering? And how can it drive sales and increase conversion rates?

Let’s uncover these answers and more.

A quick value proposition definition

A value proposition is a powerful tool that underpins marketing strategy. But what exactly does that mean?

A value proposition is a compelling reason for a potential customer to choose your product or service. It helps potential customers quickly understand what you offer. It also gives them a reason to choose you over competitors.

This isn’t just about listing the features of what you’re selling. Instead, it’s about demonstrating how these features address your customers’ needs and wants.

A good value proposition connects company offerings and customer desires in one simple statement.

Here are a few famous examples to illustrate:

• Uber – “Tap the app, get a ride.”
• Slack – “Where work happens.”
• Zoom – “Bringing the world together, one meeting at a time.”

These value propositions are effective because they are clear and concise. They communicate the unique benefits that the companies offer to their customers.

The power of clarity

At its heart, a great value proposition offers clarity. It answers questions like ‘What do I get if I purchase this product?’ without ambiguity or complexity.

To make sure it resonates with customers, choose every word carefully. It must reflect not only the tangible benefits, but also the emotional ones. You know, the ones that give a feel-good factor to drive sales.

Focused on customer experience

An effective value proposition always keeps an eye on customer experience. If we look at Harvard Business School as an example, they don’t simply offer courses. They promise transformative education that prepares students for leadership roles.

Making it visible

Let’s not forget how crucial visibility is. Your unique value proposition needs to shine in every corner of your marketing efforts. From the product design drawing board straight through to your social media platforms.

Crafting your value proposition statement

Crafting your proposition starts by identifying pain points among your ideal customers. What problem are they looking to solve? How does using your product fill those gaps better than other available solutions?

This is useful when building your product. It helps steer your product development to a product-market fit.

It’s also important for your marketing campaigns. They need to address these key points clearly. When people read them, there should be no unanswered questions left. Your job is to convince them to opt for you versus the competition.

Aligning your benefits with customer pain points helps you build a competitive advantage.

Crafting your value proposition doesn’t need to be overly complex. It should just be a short sentence that shares the value your company offers.

The core elements: benefit and differentiation

A compelling value proposition clearly communicates two things:

1. What benefits are we offering?
2. How does our offering stand out from the competition?

Here’s a basic example. If everyone at the market sells apples, oranges would be an interesting alternative. They would appeal to those needing something different.

Try to find a similar differentiator for your product. In an apple orchard, try to be an orange.

Finding your unique selling point (USP)

Your USP is at the heart of an effective value proposition. It’s what sets you apart from competitors in your market space.

To identify yours, consider what problems your company solves. How does it improve people’s lives? Maybe even look at common pain points within the industry to see how you address them better than others.

Making it resonate with your target audience

Ensuring it resonates with your audience is essential to crafting your value proposition. Understand their needs, wants, and how they perceive value.

Knowing your target customer’s pain points helps shape your offering to speak directly to them. This guides how you build and market your product.

To optimize your message further, consider who exactly will be reading or hearing it. You wouldn’t speak to an executive buyer the same way as a teenager looking for cool sneakers. So, don’t write a one-size-fits-all copy.

A great way to visualize this is by creating a value proposition canvas.

Using a value proposition canvas

A value proposition canvas is a tool that helps you visualize the key aspects of a product’s value proposition. It helps you understand how your products or services meet the needs of your target customers. It also explains why they should choose you over competitors.

The canvas consists of two main sections: customer profile and value map. The customer profile outlines:

• Who your customer is
• What jobs do they need to get done
• Their pains (problems)
• Their gains (benefits)

On the other hand, the value map describes how your product addresses those jobs, relieves pains, and creates gains for them.

Essentially, it ensures alignment between what you’re offering and what your customers seek.

There’s one specific case when this becomes particularly useful. That’s when you plan new features or improve ones within Canny (our user feedback management tool). This value proposition canvas helps you focus on elements that deliver real value to users.

It can also uncover opportunities to innovate within your offerings. At the same time, you’ll stay relevant to our audience’s changing needs.

Focusing on benefits over features

Focusing too much on features over benefits is a common mistake. Remember – it’s not just about what your product does. It’s about how it can help or fix a common pain point for the customer.

Your marketing campaigns need to highlight these benefits clearly.

Communicating your value proposition

The last step is communicating your value prop across all marketing materials and channels. Remember, consistency is key when you’re aiming to create strong brand recognition.

Your value proposition should shine brightly at every possible touchpoint with potential customers. Website, email marketing, social media accounts, and advertisements should reflect your value proposition.

Customers should instantly know what makes buying from YOU worthwhile wherever they see your brand. Your aim here is not just for people to see your company. They should also know how uniquely equipped you are to solve their pain points.

Testing and refining your value proposition

Developing a solid value proposition doesn’t end at creation. It’s an ongoing process. It requires testing, refining, and understanding your customers’ buying behaviors.

A/B testing: the path to perfection

A vital step in this journey is A/B testing. You’ll want to test two versions of your value prop to see which yields the best results.

This helps you identify what resonates with your potential customers and what drives them away. Be sure to test based on data-driven decisions rather than assumptions or hunches.

The role of customer support

Your customer support team plays a crucial role too. They’re the front line for gathering feedback from real users about how well your product fills their needs. This information directly relates to the strength of your value proposition.

Tuning into these conversations helps uncover areas where you need improvements. This way, you can enhance your user experience and conversion rate optimization.

Leveraging customer feedback for constant improvement

An optimized value proposition isn’t static. It evolves based on feedback and changing market dynamics. This makes customer feedback invaluable.

Canny can help here by allowing you to manage user feedback efficiently. A feedback board centralizes customer feedback from all sources. 

This lets you quickly identify how people feel about your product and how well it aligns with your value proposition.

This real-time insight makes it easy to quickly iterate on your value proposition.

Understanding buying behaviors

Last but not least, getting a grip on buying behaviors is critical. Knowing why people choose your product over competitors helps you improve your unique selling point. The same is true of knowing why they don’t choose your product.

Your sales team is a wealth of knowledge here. They can tell you why they’re closing or losing deals. That info helps you identify how well your value proposition aligns with customers. If it’s missing the mark, you might want to adjust.

Creating a powerful proposition statement is a great first step in marketing your product. But, you need to maintain its relevance through continuous refinement.

5 types of value propositions

Understanding and effectively communicating your value proposition is crucial. Let’s look at five types of value propositions that help you do that.

All benefits

This approach lists every possible advantage a customer gets from your product. This method may seem overwhelming at first glance. However, it provides an exhaustive overview which may appeal to customers with diverse needs.

Example: Spotify – music for everyone 

Spotify provides access to millions of songs for free. They also offer the option to upgrade to a premium account for an ad-free experience and additional features. It’s about making music accessible to everyone, everywhere.

“Music for everyone.”

This value proposition makes it clear that everyone can use their service, regardless of budget. 

Favorable points of difference

This type emphasizes what sets your offering apart from others in the market. It might be superior quality, innovative features, or exceptional customer service. The key here is not just stating these differences. You also need to show how they translate into tangible benefits for consumers.

Example: Airbnb – belong anywhere

Airbnb turned the travel industry upside down using a simple sentence.

“Belong anywhere.”

This statement gives off vibes of comfort and acceptance. This appeals to customers who value unique experiences over standard hotel stays when traveling.

These examples highlight the power of a compelling proposition in setting your brand apart. 

Take the time to contemplate what makes your product distinctive and attractive.

Resonating focus

This takes one compelling benefit and makes it the centerpiece of communication efforts. It’s most effective when you identify an attribute that resonates with your target audience’s needs.

Example: Slack – where work happens

In our busy world, simplicity often trumps all else. This is where Slack shines. Their straightforward proposition

“Where work happens.”

It instantly resonates with target buyers seeking more efficient communication channels in their workspace.

Quantified value

If you can quantify the advantages your products provide,  use this approach. Things like cost savings over time or increased productivity percentages are good examples. They lend credibility to claims about your product’s effectiveness. This helps prospects understand exactly what they stand to gain through adoption.

Example: Tesla – electric vehicles redefined

Tesla’s approach focuses on quantifiable benefits. They highlight how customers can save on fuel costs, reduce maintenance expenses, and contribute to environmental sustainability.

“Electric vehicles redefined.”

They hone in on those benefits by showcasing figures like:

• The number of miles you can drive per charge
• The money saved on gas and maintenance over time

This way, Tesla makes a compelling case for their cars’ long-term value and efficiency.

Targeted segment propositions

Last are targeted segment propositions. Here, you tailor the messaging specifically for a particular audience group. It recognizes that different segments may value various aspects of your product differently. This method seeks to speak directly to their unique needs or challenges.

Example: Nike – empowering women in sports

Nike’s targeted campaigns for female athletes are a prime example of this approach. They create products and marketing narratives that specifically address women’s needs, challenges, and aspirations in sports.

“Dream crazier.”

Campaigns like “Dream Crazier” highlight stories of female athletes breaking barriers. This deeply resonates with women who face similar challenges.

Each type of value proposition has its own strengths. The best one for you depends on your product, target market, and competitive landscape.

Value propositions – helping your customers choose you

Thanks for joining us in exploring value propositions. We hope you picked up some pointers that will help you connect with your customers.

If you’d like to get a pulse on how your customers connect with your product, get a free Canny account. It lets you centralize all customer feedback in one place. That helps you understand your customers and build powerful value propositions. 

Eric Hoppe

Marketer and aspiring dog-sport competitor Eric’s career features stints with innovative companies like Opera Software and Crowd Content. When he’s not telling the world how great Canny is, Eric's finding ways to get his dogson to be a more competitive frisbee dog.

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The post Defining value propositions + how to write them effectively first appeared on Canny Blog.

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Now think about software development.

In the rush to deliver features fast and meet deadlines, teams often cut corners. That could include code quality, design or testing processes. It’s like adding shaky levels to our card tower. This is what we call ‘technical debt’.

While manageable at first glance, over time it becomes overwhelming. The weight of poor decisions threatens to collapse your entire project. Like that delicate house of cards.

We’re about to explore what causes these coding debts and the different types they come in.

Understanding technical debt

Just like financial debt, technical debt is something you’d want to avoid. But what exactly is it in the context of software development?

Technical debt is the extra work that piles up when you take shortcuts. It’s common during initial development stages.

Developers often take shortcuts to meet deadlines or to quickly fulfill requirements. At some point, that work needs to be completed.

A simple metaphor

Let’s compare taking shortcuts and quick fixes in coding to buying a house with a mortgage. You get the house now but pay for it over time with interest.

Likewise, by taking shortcuts and quick fixes in coding you accumulate ‘debt’. It’s kind of like borrowing. This will need fixing later (repayment). Usually, at higher costs due to accrued complexities (interest).

A deeper dive

Ward Cunningham coined the term “technical debt.” He used it as a metaphor to explain why faster isn’t always better in software development.

He explains how rushing through code or design can lead to suboptimal solutions. These eventually need refactoring, thus accumulating ‘debt’ that needs paying back later.

This concept serves as a critical reminder for teams about long-term thinking. Careful planning in the product development processes helps to avoid technical debt.

Causes of technical debt

Comparing technical debt to financial debt is an easy way to conceptualize it. Like buying a house on credit, sometimes you have to borrow to quickly deliver software.

There are many reasons why you’d have to do that.

The first cause is business pressure. When you urgently need a new feature, developers might skip best practices. They often create quick-fix solutions. This approach can pile up ‘interest’ that needs repayment later.

Lack of process or documentation also contributes. Without clear guidelines or adequate documentation, teams may unintentionally add technical debt. Repeating past mistakes can quickly make technical debt pile up.

An often overlooked source is necessary trade-offs. Sometimes creating an imperfect solution now allows for valuable learning and improvement later. But remember – this kind of strategic decision should be intentional and controlled.

Finally, low-quality code caused by lack of skill or understanding is a factor. This highlights why ongoing developer education is so important.

Type of technical debt

Steve McConnell proposed two broad categories in 2017: intentional and unintentional technical debt. Intentional debt refers to strategic decisions made consciously. Unitentional debt results from subpar work or lack of foresight.

Martin Fowler expanded on this by introducing his “Technical Debt Quadrant.” This further classifies technical debt. It looks at intent (deliberate or inadvertent) and context (prudent or reckless). This quadrant offers a more nuanced understanding but still leaves some aspects unaddressed.

The Software Engineering Institute’s paper on technical debt expanded even further. Published in 2014, Towards an Ontology of Terms on Technical Debt explores 13 types of debt. Let’s look at them now.

The 13 types of technical debt

There are many types of debt you can rack up. Each type has its unique characteristics and challenges.

Architecture debt

This type occurs when system design principles are compromised for faster delivery. This leads to a poorly structured system that may be difficult to maintain or scale.

Build debt

This is a result of inadequate build and release processes. It often manifests as frequent integration issues and long deployment times.

Code debt

This is when developers take shortcuts or use subpar coding practices. Usually, this is done to meet deadlines. Think of it as a hastily done DIY project; sure, you’ve got your shelf up quickly. But, the wonky alignment may cause issues down the line.

Defect debt

This arises when known defects aren’t addressed promptly due to other priorities. This causes an accumulation over time.

Design debt

Caused by compromising on user interface (UI) and user experience (UX) design aspects. This can lead to lower customer satisfaction levels later on.

Documentation debt

Lack of adequate documentation is an often overlooked type of debt. It makes it hard for team members or external contributors to understand how things work. This slows down progress in the long run. It happens when teams overlook creating comprehensive documentation for their software projects. This is akin to assembling IKEA furniture without a manual.

Infrastructure debt

This refers to poor decisions about infrastructure setup like servers or databases. It could affect performance and scalability.

People debt 

This refers to the lack of skilled personnel or inadequate training. It often leads to slower progress and lower quality output.

Process debt 

Inefficient processes that slow down development cycles and lead to wasted effort.

Requirement debt

This arises when there’s a lack of clarity in requirements. It leads to wrong assumptions and rework.

Service debt

This happens when third-party services used in your product are not managed properly. This often causes reliability issues.

Test debt

Last but not least, there’s test debt. This is inadequate testing due to insufficient time or resources. Often it’s the result of neglecting test automation. This can lead to longer testing cycles as the codebase grows. It’s akin to skipping vehicle inspections before a long road trip. It can lead you into uncharted territory with potential breakdowns.

Impact of technical debt

Rushing software development might get your product to market faster. But just like monetary debts need to be repaid with interest over time, so does technical debt.

The immediate impact is clear. You save time and resources in the short run by cutting corners or opting for quick-fix solutions. But, these savings come at a price later on when it’s time to pay back that ‘loan’.

You may have an application running smoothly today. But, beneath the surface lies accumulated code issues waiting to explode tomorrow. And often, they will.

Neglected debt accumulates interest

The more you neglect this technical debt, the higher ‘interest’ piles up. It often decreases productivity and increases maintenance costs.

Decreased productivity over time

Your team’s efficiency can take a hit. Developers spend more time fixing bugs than working on new features or improvements. It also impacts morale; nobody enjoys slogging through messy code bases.

Affect on product quality & maintenance

Technical debt directly impacts product quality. It can cause systems to become unstable, unreliable, difficult to maintain and extend. This not only affects your team’s productivity. It also hampers user experience, leading towards loss of customers.

Budgetary implications

There are financial implications too. The time spent fixing issues arising from poor-quality code is costly. Instead, you could develop new features or improve existing ones. (like driving business growth for example). Managing technical debt effectively should be an integral part of budget planning.

Influence on team morale

Last but not least, technical debt can negatively impact team morale. Constantly fixing issues rather than working on new projects can be demotivating. It’s important to strike a balance between delivering fast and maintaining code quality.

Technical debt isn’t necessarily bad

Don’t view technical debt solely as something negative. Consider seeing it as an integral part of strategic decision-making within product development. When managed properly it allows you to push out new features faster. How do you manage it properly? Regular debt paydowns are a great tactic. Sometimes that’s necessary to meet deadlines and immediate customer needs.

So, is technical debt bad? The answer isn’t black or white. Like financial debt, it’s not inherently bad if managed wisely. But, don’t let it pile up without addressing the underlying issues. It could lead to serious problems down the line.

Strategies for managing debt

Addressing technical debt needs a well-thought-out strategy. It’s not about quick fixes, but steady and consistent efforts.

Maintain good documentation

Good documentation can save you from unnecessary confusion later on. It acts as a roadmap, letting developers know where potential issues might lie.

Prioritize refactoring

Refactoring should be an ongoing task in your project lifecycle. This involves rewriting parts of code to improve its quality without changing functionality. You nip the problem at its bud before it grows into unmanageable proportions.

Incorporate code reviews

Routine code reviews ensure that new changes don’t introduce more debts. They also help identify areas needing refactoring.

Create a tech debt list

A tech debt list gives an overview of all known debts in your project – big or small. You can use this list to plan and prioritize which debts need attention first. You should look at their impact on the broader product development process.

Preventing technical debt

To stop technical debt from piling up, a balanced approach to development is key.

The first strategy is maintaining quality code practices.

Martin Fowler’s principle of continuous refactoring helps keep the code clean and manageable. Focus on consistently refining and improving your codebase. This prevents bad design decisions or quick fixes from accumulating into serious debt.

Next comes Maintaining Documentation.

Maintaining a clear understanding of the codebase is essential. Having it become muddled and opaque can be detrimental. Regularly updating documentation lets new team members get on board quickly. This prevents adding to your project’s technical debt.

Last but not least: Frequent Testing.

An effective testing framework plays a vital role in keeping technical debt at bay. Automated assessments furnish immediate info about what is successful. And more significantly, what isn’t.

Balancing speed with quality

In software development, there are times when speed takes precedence over quality. That’s okay as long as it doesn’t become habitual.

Try to balance rapid delivery and high-quality output. It ensures that shortcuts taken today won’t lead to more time-consuming repairs tomorrow.

Promoting collaboration between developers and product managers

In managing tech-debt effectively, communication between developers and product managers is essential. Shared understanding of project goals minimizes chances for misunderstanding or oversights. These often lead to future problems. An ounce of prevention here saves pounds of cure later.

Tools for identifying and managing technical debt

It’s essential to have tools that can help spot and manage technical debt. Let’s look at some tools to help you identify and manage technical debt.

SonarQube is a well-known static code analysis tool. It’s great at detecting potential issues like bugs or code smells. It lets developers see where their coding may lead to future problems.

Another good tool is ReSharper. This handy tool highlights errors as you type and suggests quick fixes. You’ll catch those sneaky debts before they even become an issue.

Then there’s JFrog Xray. With deep recursive scanning, it gives visibility into your software components’ vulnerabilities.

With these weapons in hand, managing technical debt becomes less daunting. So give them a try. Your future self (and your product) will thank you for it.

The role of team culture

When it comes to managing technical debt, your team’s culture plays a significant role.

First off, communication is key. A team that communicates effectively can better understand and tackle complex issues.

Atlassian suggests that open dialogue about coding and design decisions helps prevent misunderstandings. This helps avoid codebase complications.

Nurturing an Agile mindset

An agile mindset goes hand-in-hand with reducing tech debt. This approach encourages continuous improvement which helps keep the code clean and maintainable.

Promoting responsibility

Taking responsibility for your work has a profound impact on managing technical debts. Make developers feel accountable for their codes’ quality. They’ll be more likely to avoid shortcuts that may lead to problems down the line.

Leveraging peer reviews

A healthy peer review practice can catch potential issues early on. By constructively critiquing each other’s work, teams help each other deliver high-quality output. They also avoid costly future rework due to overlooked bugs or inefficient solutions.

Fostering learning opportunities

Innovation often brings risks of accruing tech debts. But, by fostering learning opportunities, these challenges become stepping stones towards mastery.

Remember – cultivating a supportive environment makes dealing with tech debts less daunting.

FAQs

What is technical debt?

Technical debt is the future cost of reworking or fixing quick-and-dirty code solutions. These are often implemented for immediate progress. But, they eventually need to be addressed.

What is an example of technical debt?

An example could be skipping code documentation to speed up delivery. This may lead to confusion and time wastage when others need to understand that code later on.

Is technical debt good or bad?

In moderation, it’s not necessarily bad. Sometimes a project needs fast results. But if unchecked, it can become detrimental. It can impact productivity and cause major setbacks in the long run.

Why is technical debt a problem?

If can slow down teams, increase bug risks, and affect product quality over time. This ultimately makes further changes more expensive and complex.

Wrapping it up

So, what is technical debt? It’s the shaky layers in your software project. Those quick fixes and cut corners that accumulate over time.

We’ve dug into its causes, both intentional and unintentional. We’ve uncovered its types: code debt, design debt, documentation debt, and test debt.

We learned how it impacts projects immediately and long-term. But we also explored ways to manage it with smart strategies and tools.

Remember — preventing technical debt starts at the team level. The culture you foster can make or break your efforts against this silent project killer.

In the end you need to actively work to reduce its effect on your product. 

Eric Hoppe

Marketer and aspiring dog-sport competitor Eric’s career features stints with innovative companies like Opera Software and Crowd Content. When he’s not telling the world how great Canny is, Eric's finding ways to get his dogson to be a more competitive frisbee dog.

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The post What is technical debt and how do you best manage it? first appeared on Canny Blog.

The post What is technical debt and how do you best manage it? appeared first on Canny Blog.

But what if you could group these tasks into larger, more manageable chunks? This is where understanding what epics in Agile management are can help.

Epic – sounds pretty grandiose, right?

We’re not talking about grand battles or superheroes. Epics are bodies of work that unite user stories towards achieving common goals.

Let’s look at how epics help structure and track progress effectively.

So buckle up for this journey into Agile epics. It’s going to be…well…epic!

Understanding epics in Agile development

Epics are a key concept in Agile development. But what is an epic?

An epic represents large bodies of work that are far too extensive to be tackled as one single task.

Epics are essentially larger-scale stories encompassing many smaller user stories. These subtasks align with the high-level strategy. They help make progress towards business objectives manageable and measurable.

Epics help organize work into logical segments in the Agile methodology.

We’ve mentioned user stories in our previous articles. Let’s dive into what they are and how they connect to epics.

Agile epics vs. user stories

Both user stories and epics are essential tools to structure work in Agile teams.

Agile user stories are short requirements written from the perspective of an end user – hence the name. They represent small increments towards achieving the bigger picture painted by epics. They break down massive goals into manageable chunks. Also, they help you focus on actual users’ needs.

Epics, as mentioned, are large bodies of work that encapsulate many user stories. Think of it as an overarching goal or objective within a project. It’s usually more complex than what can be accomplished within one planned sprint. User stories usually can be completed in one sprint. So, by breaking epics into user stories, you make the work more manageable.

The fundamental difference between these two lies in their size and scope.

An epic is a larger project (containing many user stories) spanning over weeks or even months. A user story typically fits neatly into a single sprint cycle.

For instance, if we’re developing a mobile app, introducing a suite of features could form our epic. Each feature could then become individual user story. This way, all team members share common goals via epics. Yet, they get clarity on their specific roles through user stories.

Examples

Let’s look at some real-world examples. Consider “improving app security” as an epic for our hypothetical mobile app project. In this case, related user stories could focus on:

1. As a business owner concerned with my personal info being compromised, I want to log in to the mobile app using biometrics to ensure I’m secure. 
2. As a dev ops engineer building our mobile app, I need to know that our data is encrypted to ensure our users’ data is safe. 
3. As a dev ops engineer building our mobile app, I want to ensure we have systems to prevent bot traffic to ensure our system’s uptime. 
4. Introducing biometric authentication
5. Encrypting data storage
6. Preventing bot traffic
    

Each targets different aspects of the broader security improvement goal. Completing each smaller user story helps you achieve that goal.

Where do epics fit in the Agile framework?

In Agile product management, understanding how different elements work together is essential. There’s a hierarchy that includes roadmaps, themes, epics and user stories. These tools provide structure to your product planning and execution process.

Roadmaps

A product roadmap is a strategic plan that outlines the product’s direction over time. It provides an overview of what needs to be achieved and when it should be done.

Themes

Themes are large focus areas that span across multiple releases or sprints. They help in organizing work around specific goals or initiatives. Usually, themes are made up of several epics.

For example, improving user experience might be an ongoing theme in your roadmap.

Epics

Epics are larger projects that can be broken down into smaller tasks called user stories. They contain many user stories.

Let’s expand on our previous example about “improving user experience.” An epic here could be “redesigning the onboarding experience.” This would involve several tasks which can’t be completed immediately or quickly. Rather, they will take weeks or months to finish.

User stories

User stories are at the bottom of the hierarchy. They’re short descriptions from the user’s perspective about their needs from a product.

A user story under our epic could be: “As a new user I want clear instructions so I can understand how to use this platform.”

Understanding how these elements interrelate is crucial for successful product management.

1. A roadmap sets the overall direction
2. Themes help focus efforts on key goals
3. Epics break down large projects into manageable parts
4. User stories detail specific tasks from the end-user perspective
   By using these tools together, you can efficiently manage your product’s development.

Structuring work with agile epics

When it comes to Agile development, structuring work effectively is key. Epics are powerful tools that help Agile teams do that. 

Breaking down epics into smaller tasks

Breaking down epics helps team members understand the scope better. This leads to more effective work management. This can also with estimating effort. Estimating smaller tasks is easier and more accurate than with one large project.

Tracking progress with agile epics

A critical aspect of working with epics is tracking progress towards completion. This could involve tools like burndown charts. They provide a visual representation of work completed versus planned sprint effort.

This type of visibility aids in day-to-day task handling. It also serves an important role in communication among your team. Burndown charts let you track how quickly your team completes its work. It’s a crucial factor when aligning several moving parts within an organization.

Managing multiple teams and their epics

It’s typical in Agile software development for many teams to be tackling various parts of the product roadmap. Each team may have its own epic or set of epics they’re focused on.

This can get chaotic without proper coordination. The key here is transparency across teams about their respective epics:

1. What does each epic entail?
2. How far along each epic is?
3. Have the teams encountered any roadblocks?
   

You want to create a shared understanding among each team member.

A powerful analogy would be thinking of your organization as an orchestra. Every section (team) has its part to play (epic). Without knowing what the others are playing, you can’t create harmonious music together.

Initiatives are like concertos in our symphony analogy. They connect individual pieces into a cohesive whole that drives toward a common goal.

Every good conductor knows which musician plays when and why. Similarly, management needs visibility into progress against initiatives so that everyone moves synchronously.

Your project management software can be your best friend here. Jira Software, Asana, ClickUp, and similar tools support Agile project management. They’ll let you easily see how your user stories are progressing. They’ll put you in the conductor’s seat. 

Managing and prioritizing epics

Deciding how to prioritize epics is a crucial part of product management. It requires collaboration between team members and the product owner. They play an instrumental role in defining and refining these high-level strategies.

Prioritization hinges on multiple factors. They could include:

• Value delivered to customers
• Alignment with strategic plans
• Estimated effort
• Risk assessment associated with each item
  

We recently looked at prioritization techniques and frameworks in detail. Check it out!

How to create effective epics

Let’s look at what makes a good epic.

1. Understanding your epic’s purpose

First up, make sure you understand the epic’s purpose within your project’s scope. Identify the larger feature or functionality you aim to develop. How does it align with your product’s overall goals?

Your user should always be at the center of any Agile epic you create. Develop a deep understanding of your users’ needs and expectations from your product. Make sure that each epic delivers tangible value to them.

2. Set goals

The next step towards creating your epic is setting clear goals. Be sure to consider how long it will take and set delivery goals too. 

Choose a metric(s) your epic should influence. For example, CSAT would be useful if your epic focused on customer satisfaction. Always ensure there’s a way to quantify success.

Clear goals guide you as you plan your epic (SMART goals are a good bet). They also ensure your efforts align with your objective.Always ensure there’s a way to quantify success.

3. Establish scope

Determining the scope of your epic helps define what it encompasses. It also sets boundaries on what it does not cover, preventing scope creep.

A common mistake is making epics too big or too small. The right size depends on various factors such as team size, sprint length, etc.

Generally speaking they should not take more than a few sprints to complete. But, they should be substantial enough that they cannot be completed in one iteration.

4. Fill out key elements

An epic should include several key elements:

• The title should be concise yet descriptive enough to provide an overview of the epic
• The description provides detailed information about the epic’s purpose and desired outcome
• User roles identify who will benefit from this feature or change being implemented
• Acceptance criteria outlines the specific criteria for the epic to be considered complete

These provide context about who the epic impacts and how they benefit from it.

5. Break down into user stories

To make epics more manageable, break them down into user stories. These translate requirements into actionable tasks you can assign to team members.

6. Choose a platform

Selecting where you’ll manage your epic is crucial for efficient tracking and collaboration. Tools like ClickUp, Jira, or Trello are commonly used platforms for this task.

7. Foster collaboration with stakeholders

Make sure to share your epic and its associated user stories with stakeholders. This has many benefits:

• Fosters collaboration
• Promotes transparency
• Ensures everyone is on the same page

Collaboration is key in Agile product development. Involve your team while creating and refining epics. This ensures everyone understands the vision and can contribute effectively.

8. Iterate and update

Lastly, it’s important to remember that creating an epic isn’t a one-time activity. As work progresses, you may need to iterate or update based on new insights.

Look out for blockers.A blocker is anything preventing progress towards completing an epic. Identifying them early helps prevent delays in delivery timelines.

It’s important to not only identify blockers but also develop a plan for dealing with them. This could involve assigning resources or adjusting the scope of work. Be sure to watch for blockers as your team works on the epic.

Measuring progress

Tracking progress is essential. A common Agile method to track the an epic’s progress is a burndown chart.

Burndown charts are visual representations of how fast you’re completing user stories.

Burndown charts have two axes. 

• The vertical axis represents the amount of work remaining. This is usually measured in story points.
• The horizontal axis represents time. As each task within an epic gets completed, you “burn down” your list of tasks. This is reflected on this chart as a downward trend line.

Here’s how you’d use a burndown chart.

1. Create your chart. At the beginning of each sprint, create a burndown chart with total estimated story points on one side and days in sprint on another.
2. Daily update. Each day, update your chart by marking off any completed tasks from remaining story points. This will result in downward movement on graph showing progress made so far.
3. Analyze & adjust. Perhaps midway through sprint you notice you’re not burning enough story points per day to reach zero by the end. In this case, make adjustments – either by extending timeline or reducing scope.

The power behind using burndowns isn’t only in their simplicity. They also provide a real-time snapshot of project’s progress and health. They can help identify bottlenecks, scope creep, or other issues that may be hindering your team’s productivity.

Remember – the goal is not just to burn down tasks. It’s also to deliver value incrementally and continuously throughout the life cycle of an epic. 

Who are an epic’s stakeholders?

Epics involve various stakeholders who play crucial roles in their planning and execution.

Product managers

The product manager often initiates the epic. They define its scope and set strategic goals.

Project managers

The project manager plays a pivotal role in planning and organizing the epic. They ensure it aligns with project timelines and budget constraints.

Software engineering

The software development team is responsible for actually building the user stories.

Marketing team

The marketing team helps promote the value of your epic to your customer. They also have valuable market insights to contribute.

Customer success team

The customer success team leverages completed epics as opportunities to engage customers. They can often share customer feedback that can help guide your epics.

Business analysts

A business analyst interprets data from epics to make product development decisions. They provide valuable insights that steer the future direction of products.

An executive’s role

Executives use information gleaned from epics when making high-level decisions. That could include resource allocation or company strategy alignment with product development plans.

Epics are a collaborative effort involving multiple stakeholders. They each contribute their unique skills, insights, and perspectives. Make sure to keep them engaged as you plan and build your epics.

An epic example

Let’s look at an example that ties everything we’ve talked about together.

Imagine you are managing a SaaS product. You’ve noticed a big drop in engaged users and want to fix that. First, you gather input from your team and stakeholders. You realize think that the product team should improve user experience.

The theme

Your theme could be “Improving user experience”. This broad objective encapsulates various aspects of your project. That could include enhancing website design, updating mobile version, or improving site navigation.

The epics

Under this theme, there might be several epics like:

• Redesign website interface
• Update mobile version
• Improve site navigation
  

These are large-scale tasks which require significant effort and time to complete. But, they contribute substantially towards achieving your overall goal.

User stories supporting the epics

Redesign website interface

User stories under this epic may include

‘As a new user, I want the registration process to be simple so that I can quickly create an account.’

or

‘As an existing user, I would like more personalized dashboard so it becomes easier for me to navigate.’

Update mobile version

Example user stories could include:

“As a frequent mobile user, I want an intuitive and easy-to-navigate interface on my iPhone.”

or

“As a mobile user, I’d like if the website connected to my Maps app.”

Improve site navigation:

User stories under this epic could include:

‘As a first-time visitor, I wish for clear menu options enabling easy exploration.’

or

‘As a frequent user I want quick access to my most-used features.’

Each of these user stories provide valuable insights into the needs of your users. Completing them will definitely help your theme of improving user experience.

Acceptance criteria for these epics

Let’s look at what acceptance criteria could be for these examples.

Epic: Redesign website interface

• The registration process should take no longer than 2 minutes to complete.
• Users should receive a confirmation email within 5 minutes of completing registration.
• The interface should pass usability testing with at least a 90% success rate.

Epic: Update mobile version

• The app should be optimized for the latest two versions of iOS.
• All main features available on the website should be no more than 3 taps away.
• The app should pass Apple’s app store usability and accessibility guidelines.

These capture core functionality your epic aims to provide. And, when they’re complete, you know you’re done. 

Be epic – build better products

We’ve covered a lot in this post!

Epics are a powerful tool in the Agile framework. They help you can work towards a big goal while keeping things manageable.

If you’re looking to work on epics driven by what your users really want, get your free Canny account. It lets you track user feedback and identify new features for your product. 

Eric Hoppe

Marketer and aspiring dog-sport competitor Eric’s career features stints with innovative companies like Opera Software and Crowd Content. When he’s not telling the world how great Canny is, Eric's finding ways to get his dogson to be a more competitive frisbee dog.

All Posts - Website · Twitter - LinkedIn

The post What is an epic in Agile + how to build them effectively! first appeared on Canny Blog.

The post What is an epic in Agile + how to build them effectively! appeared first on Canny Blog.

MVPs are usually driven by a product manager. They’re the ones making sure the MVP is just right, balancing what users want and what the business needs. They also identify what the base level of functionality they need to deliver is.

The MVP approach is associated with the lean startup method. It’s about building a little, checking how it performs, learning, and then making it better.

Two big names often linked with the MVP concept are Eric Ries and Jeff Bezos. Ries gave us “The Lean Startup,” a guide many of us turn to. And Bezos? He launched Amazon with a simple MVP, selling books online. Now, it’s a giant in the shopping world.

How can MVPs help you grow your business?

Let’s jump into the world of MVPs and find out!

Understanding the MVP concept

The term MVP is incredibly important in product management. It’s a concept that’s reshaped how we approach product development. It helps product managers know if they’re on the right track from the get-go.

Let’s look at a few topics that will help you better understand MVPs.

Defining MVPs and their purpose in product development

The MVP is like the skeleton of your product idea. It’s the bare bones, the essentials that make it function. Why start so basic? Well, it’s all about validation.

It’s costly to pour resources into a full-fledged product. Starting with an MVP helps you gauge if there’s genuine interest. The MVP allows you to test the waters, gauge interest, and gather invaluable feedback.

But it’s not just about saving resources. The MVP approach fosters a culture of adaptability. By starting small, teams can pivot more easily. They can adapt to user feedback and market changes.

It’s a dynamic way of product development that values learning and iteration.

MVPs are often used to describe the most basic versions of new software. This is definitely a type of MVP. 

But, there are many types of MVPs and some don’t require any coding at all. An MVP could be as simple as asking users to join a waiting list for a new product. You could manually deliver a service to see if there’s product market fit. 

The type of MVP you choose depends on what you need to learn. We’ll discuss the different types you can choose later in this guide. 

Using the MVP approach in software and app development

In the tech world, MVPs are a staple. From mobile apps to complex software solutions, the MVP approach is a favorite.

Start with a basic version, get it out to users, and then refine based on feedback. It sounds simple, but it’s a process that requires keen attention to user needs.

Here’s an example. A budding social media app might start with just posting and commenting features. As users engage, developers might see a demand for direct messaging or story features. The MVP approach ensures the product evolves in tandem with user desires.

Adopting the MVP approach throughout your business

MVPs aren’t confined to tangible products. It’s a philosophy that permeates business strategies, too.

Companies of all sizes use MVPs for services, experiences, and even business models. It’s about testing hypotheses, learning from real-world interactions, and constantly iterating.

Imagine a company wanting to launch a new subscription service. Instead of a grand launch, they might start with a pilot in a specific region. Based on feedback and adoption, they refine the offering before a broader rollout.

It’s a strategy that champions real-world learning.

Minimum viable products vs minimum marketable products

We’ve been talking about MVPs, but there’s another minimum you should know about. The minimum marketable product (MMP) is another important product concept.

At first glance, they might seem similar, but there’s a distinction.

The MVP is your prototype, the version you test and tweak.

An MMP is a more polished product, ready to go to market. It has all the important features plus extra touches to be ready for the market. Often the MMP is the first version that users would be willing to pay for.

MVP development approaches

When it comes to crafting an MVP, there’s no one-size-fits-all. Different products and markets might call for different strategies. 

You might have to build part of your application. You could merely need to gauge interest via email or landing page registration. 

Let’s explore some popular MVP development approaches.

Single-feature MVP

Sometimes, less is more. Instead of launching with a multitude of features, you focus on just one core feature that delivers the most value. It’s like a chef perfecting one signature dish before expanding the menu. This approach is faster and saves development resources. 

Example: A social media app launching solely with photo-sharing capabilities, and only after gaining traction, introducing features like stories or filters.

Concierge MVP

Instead of building a full-fledged app, what if you delivered the service to your users? That’s the Concierge MVP. It’s hands-on and manual. You test the waters by providing the service manually first to see if there’s interest.

Example: Food delivery apps initially taking orders via phone calls and manually coordinating deliveries before developing a comprehensive app.

Wizard of OZ MVP

Ever watched ‘The Wizard of Oz’? Behind the scenes, there’s a man pulling the levers. The OZ MVP is similar. On the surface, it looks automated, but behind the scenes, tasks are done manually. It’s a way to simulate a full product without building all the tech.

Example: An early version of a chatbot where real people respond to user queries, giving the illusion of an AI-powered system.

Piecemeal MVP

Why not use existing tools to create a new product? That’s the Piecemeal MVP. Instead of building from scratch, companies use existing tools to deliver the service. It’s resourceful and quick.

Example: A basic online marketplace that starts with just listings and messaging, then adds payment gateways, reviews, and more as user demand grows.

Landing page MVP

A single web page can say a lot. Here, you create a landing page describing your product, its benefits, and a call to action.  Usually that asks users to join your product’s waitlist. It’s like setting up a stall at a fair to see how many folks stop by.

Example: A tech startup creating a landing page for an upcoming AI tool, capturing emails of interested users and measuring engagement through click-through rates.

Email campaign MVP

Before there’s an app or a platform, there’s good ol’ email. With this approach, you validate your product idea by sending out targeted email campaigns to potential users. It’s like sending out invites to an exclusive party to see who’s interested. Ask them if they’d be interested in your MVP. You might even link them to a landing page where they can join your waitlist. 

Example: A subscription box service gauging interest by emailing potential customers about a new curated box idea, and tracking sign-ups and feedback.

Each approach has its merits, depending on the product, market, and resources available. Product managers can make informed decisions on the best path forward for their MVP.

Implementing the MVP process

Embarking on the MVP journey? It’s more than just a concept; it’s a roadmap to product success.

But how do you go from idea to MVP? Let’s break it down step by step.

Market research and identifying the target audience

Before you even sketch out your MVP, you’ve got some homework to do: market research. Who’s your audience? What do they need? What’s missing in the current market? Dive deep. Surveys, interviews, and competitor analysis can be goldmines of information.

Understanding your audience’s pain points helps you tailor a useful and valuable MVP.

Formulating a product idea and defining the problem it addresses

With research in hand, it’s brainstorming time.

What’s the core problem your product aims to solve? Have you collected customer feedback that highlights that pain point? Maybe it’s a gap in the market, or perhaps it’s an innovative twist on an existing solution. Define it clearly.

Your MVP should be a direct answer to this problem. Remember, it’s not about bells and whistles; it’s about addressing a genuine need.

Selecting an MVP approach

Based on what you’ve learned, you’ll want to choose the best type of MVP to develop. 

Do you just need to gauge interest? Maybe you can use a landing page or email MVP.

Do you need to see if users would actually use a service? The concierge or Wizard of Oz approach might be better suited.

Need to see users actually interacting with an application? You’ll likely want to use a single-feature or piecemeal approach. 

Different approaches help with different objectives. Choose the one that best suits your needs. 

Developing user stories and defining the core features of the MVP

If you’re building software or an application, you’ll likely want to use user stories.

User stories can be the heart and soul of your MVP. They paint a vivid picture of what users aim to achieve with your product.

A good user story is just what is sounds like. It’s a story told by your ideal user of what they hope to do. Step by step.

Let’s dive into a detailed example.

Here’s your user:

“I’m a busy mom. I want a quick and efficient way to order groceries online. I need this so I can spend more time with my kids and ensure they get healthy meals.”

From the user’s perspective:

1. Signing up: “I’d like an easy sign-up process. I could even use my social media accounts, so I don’t have to remember another password.”
2. Setting my preferences: “I want to specify my dietary needs and favorite stores. I need to ensure the groceries match my family’s preferences.”
3. Browsing groceries: “I hope to easily search and filter products. I’d like to read reviews, and see detailed descriptions to make informed choices.”
4. Making shopping lists: “It’d be great to save my favorite items, so I don’t have to search for them every time.”
5. Ordering: “I want a smooth checkout process. I need the option to choose delivery times. It should have secure payment methods.”
6. Tracking my order: “I’d like to know where my groceries are and when they’ll arrive, so I can plan my day.”
7. Giving feedback: “I want to rate the products and delivery service to help the store and other users.”

In this example, you not only get a list of features, you also understand the WHY behind them. This helps anyone involved in building your product understand your users. And, that helps you build a better MVP.

Note: developing user stories for your MVP is a popular approach. But, there are other product requirements approaches you may prefer.

Collaborating with the product team to design and build the MVP

Once you have your MVP’s product requirements, it’s time to bring your MVP to life. This is where collaboration shines. Designers, developers, and product managers come together, each bringing their own expertise.

You should all work off of the product requirements you built (likely a user story). From there, you’d build a product roadmap that would plan how you’ll build the MVP.

It’s important to have regular check-ins and feedback loops during development. Many teams find agile methodologies keep development on track and adaptable.

Testing the MVP with real users and gathering user feedback

The moment of truth: releasing your MVP into the wild.

But it’s not a “set it and forget it” deal. It’s about gathering feedback, understanding user behavior, and making tweaks. Whether it’s through beta testing, focus groups, or analytics, this feedback is gold. It’s what will shape the next iterations of your product.

One easy way to gather feedback is to install a user feedback tool like Canny.

Canny lets you add a feedback board to your MVP that centralizes all feedback. Users can leave new feedback, vote on existing ideas, and chat with other users. This builds community around your MVP. It also lets you communicate directly with users and clarify their thoughts.

Evaluating MVP success

There are a number of ways to evaluate MVP success. What’s considered successful will vary by company, industry, objective, and more.

But, let’s look at some of the common approaches.

Assessing customer feedback

The MVP’s out there, and the feedback’s rolling in. It’s like reading reviews for your favorite movie. Some love it, some don’t. But every piece of feedback, whether it’s praise or constructive criticism, is gold. It tells us what’s working and what needs a tweak.

You can use customer feedback software like Canny to help manage this. 

Determining product-market fit

It’s like finding the right puzzle piece. Does our MVP fit snugly into the market? Are people not just using it but loving it? If they are, jackpot! If not, it’s back to the drawing board.

Measuring success by numbers

Numbers don’t lie. Are users signing up? Are they sticking around? And the big one: is there revenue coming in? These metrics (and others) give a clear picture of whether our MVP is a hit or miss.

With the right evaluation methods, product managers can gauge the success of their MVP and decide on the next steps. Whether it’s iterating based on feedback, pivoting to a new direction, or scaling up, the data points the way.

Examples of successful MVPs

Let’s take a look at a few companies that succeeded using the MVP approach. 

Dropbox

Dropbox is a classic MVP tale. Instead of building a full product, they made a simple demo video showcasing how it would work. This video was their MVP. 

It was straightforward, but it did the trick. People watched, got excited, and signed up  for the waiting list in droves. The interest was clear, and Dropbox knew they were onto something big.

Amazon

The e-commerce giant we know today started small. Jeff Bezos began with a basic website selling books. 

That was Amazon’s MVP. It was simple, but it tested the waters of online retail. As we all know, the waters were warm, and Amazon expanded, becoming the behemoth it is today.

Airbnb

Airbnb offers a rich platform that helps people find accommodation around the world. Its MVP was far from this. The founders rented out their apartment during a conference when hotels were fully booked. They built a basic site, listed their place, and voila! Airbnb was born.

Zappos

Zappos tested the online shoe market by listing shoes from local stores. They would actually get the stores to ship the shoes for them. This gave the appearance of having a central warehouse. It was a simple MVP that validated the demand for online shoe shopping.

These examples show that you don’t need a fully fleshed-out product to test a concept. Sometimes, a simple MVP can provide enough insights to guide the next steps and lead to massive success.

Using MVPs to build better products

In the product management world, MVPs are invaluable. They allow us to test our ideas, gather feedback, and iterate without burning through resources.

Remember our discussions about Airbnb and Dropbox? They started with simple MVPs, tested their ideas, and grew into industry giants. That’s the power of a well-executed MVP.

So, the next time you’re brainstorming a product idea, think MVP. It’s the first step in turning your vision into reality. And who knows? Your MVP might just be the next big thing.

Eric Hoppe

Marketer and aspiring dog-sport competitor Eric’s career features stints with innovative companies like Opera Software and Crowd Content. When he’s not telling the world how great Canny is, Eric's finding ways to get his dogson to be a more competitive frisbee dog.

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The post What is a minimum viable product (MVP)? A complete guide with examples first appeared on Canny Blog.

The post What is a minimum viable product (MVP)? A complete guide with examples appeared first on Canny Blog.

But, it’s easy for feedback requests to become overbearing.

How do you ask for feedback without being overwhelming? And, how can you do this while still maintaining the quality of what you get in return?

We’ve already written about the different ways to gather customer feedback. Hopefully you’ve picked the ones that best suit your product and business case.

But gathering feedback is half the battle. How do you actually reach out and ask for that feedback?

Prefer a visual? Skip to the end to see these tips as an infographic. 

When you ask for customer feedback, it’s important to consider:

• How to ask for feedback
• When to ask for feedback
• Where to ask for feedback
• What to ask
• How to respond to feedback

Let’s get started.

How to ask for feedback: formatting and phrasing

How you frame your feedback request can make a huge difference. Here’s what to keep in mind when you’re setting up your request.

Don’t sound indifferent

You’re asking your users to spend their time giving you their feedback. It’s something that they absolutely do not have to do. And, if you sound like you don’t really care about it, they won’t.

Wherever you can, make sure to project gratitude as and explain how it’ll help them.

Here are the magic words:

Eric Hoppe

Marketer and aspiring dog-sport competitor Eric’s career features stints with innovative companies like Opera Software and Crowd Content.

When he’s not telling the world how great Canny is, Eric's finding ways to get his dogson to be a more competitive frisbee dog.

All Posts - Website · Twitter - LinkedIn

For every piece of feedback, take the time to say how much you genuinely appreciate it.

And, highlight how they can benefit from giving you feedback. Show what’s in it for them. They’re helping you make the product better—and they’ll get to take advantage of a better product.

Keep it short and simple…but not too short and simple

There’s a delicate balance between being too wordy and not wordy enough. Make sure your questions are as short and concise as possible, without losing the meat of it.

Also, not all your customers are familiar with industry-related jargon. They might not even be familiar with your entire product. Take the extra time to explain terms or names that might be confusing.

If you’re using stars or numbers to rate, you can also add explanations, like this Skype feedback screen:

As for length, no general request for feedback should take your users more than a few minutes to complete.

It’s also good to let them know in advance how much time it requires. Throughout the survey, show them how far along they are.

Unless your customer has agreed to spend more time (e.g. for an interview), make it as fast as possible.

Allow for extra space

Always allow for extra room that isn’t pre-determined by your own questions. Customers who want to spend more time offering feedback can do so, without wondering where to put it.

You can do this by adding an “additional comments” field to any form of feedback request.

Taking away the chance to leave unrelated comments means you’re missing out on some good stuff. It can also irritate the user, since it limits them.

Don’t direct the answers

You are understandably biased about your own product and how well it works. You would, also understandably, prefer to hear good things from your customers.

Don’t let this bias affect how you ask for feedback.

Here are a few examples of biased questions:

• “On a scale of one to ten, how awesome is our product?”
• “What could we do to make it even better?”

These questions aren’t productive. They might give you what you want to hear, but not what you need to hear.

Here are some alternatives to the examples above:

• On a scale of one to ten, how would you rate our product? Why?
• Is there anything you would like to change in our set of features?

Notice the difference in tone—it’s a lot more humble, and focuses on getting real feedback instead of hot air.

Also, your customers are smarter than that. Phrasing your questions in a biased way will be obvious to them, and they won’t be happy about it. After all, you’re defeating the purpose of the survey when you try to skew the answers.

Make an effort to sound personal

With some feedback channels (such as NPS surveys), sounding impersonal is almost inevitable.

However, whenever you get the chance, try to make your outreach as personal as possible.

If you have the time, send out emails or requests manually, and personalize every one of them.

If you don’t, make sure you:

• Include their name and company
• Send automated messages out from a real person’s name
• Respond to feedback individually

For example, at Canny, we send out “trial ending” feedback requests out automatically. It makes our lives a little easier. However, we always follow up on them manually on Intercom:

Nobody likes receiving a request that sounds robotic and impersonal. It will make your users feel like you don’t care about their feedback enough to put work into it.

When to ask for feedback: Frequency and timing

Here’s how to make sure you’re not bothering your users too often.

Tailor frequency to feedback type

Different types of feedback require different types of frequency.

For example, with a customer support rating, you would ask after every conversation. However, you would only send out large surveys about the whole product once a quarter at most.

“It depends” is an annoying answer. Use your gut when deciding on the frequency of your requests for feedback.

In general, the less effort it is for the customer to engage with your interaction, the more you can ask.

Let users get to know your product

There’s nothing more annoying than getting an NPS survey when logging in for the first time. Give your users the chance to actually play with the product before you ask for feedback.

You might be tempted to embed requests for feedback in your onboarding emails. You can do it when the trial or onboarding period has ended or is about to end, but don’t push it right in the beginning.

How you set this up will depend on the complexity of your product.

But, you can make sure customers have enough time by not asking for feedback until:

1. A certain amount of time has passed
2. The user has taken certain actions
3. Certain features have been used

The more familiar with your product your users are before you ask for their feedback, the more useful it’ll be.

Allow users to give feedback at any time

If your customer would like to say something to you at a random time, they should be able to.

Make sure you have a feedback option available in your product as well as other properties.

We’re a bit biased, of course, but we think the best way to collect feedback is to use Canny. If you need more info to decide if a tool to collect customer feedback is right for you, check out this blog post about how to figure out if you need a feedback tool.

This is how ClickUp uses Canny. They have Canny set up right in their UI to give customers a chance to get in touch at any time:

Make sure you respond to all customer-initiated feedback promptly. When your customers learn that they have an easy way to express their thoughts, they’ll do it more often.

Where to ask for feedback: Placement within your product

You should also consider where in the product you place your feedback requests.

These suggestions follow a few important rules:

• Don’t hide the feedback option. If you care about feedback, find a prominent place in your app to surface it.
• Don’t be disruptive. We all hate those in-app pop-ups that ask us for ratings.
• Follow the mantra of “two clicks or less.” Ideally, it should be no more than two clicks for a user to be able to leave feedback while using your app.

With that in mind, here are some of the best practices for including feedback inside your app.

Bottom right corner

This is a great option because it’s familiar and discoverable. It is persistent without being annoying.

You can be more aggressive if your product is in its early stages or you’re beta testing a new feature.

Use a text button like “Beta Feedback” to encourage more feedback.

We don’t recommend this option for mobile because of limited screen space.

Menu

Menus are nice and out of the way but can be hard to find if labeled improperly. Some common labels are: Feedback, Help, and Support.

Feed unit

This works nicely if your product is feed-based. It’s prominent but easy to scroll away from. At most, show this every 20 feed units.

End of a flow

If you’re looking for feedback on a specific flow, this is a good option. Consider limiting the number of times feedback is prompted if this is a common flow.

The implementation on the left is disruptive; it blocks the user’s next action. The right (mock) embeds feedback into the normal flow.

Shake phone

Finally, you can add a feedback menu item that is triggered by the user shaking their phone.

It’s an interesting option because it’s completely out of the way. On the downside, this isn’t a well-known interaction so you would need to tell your users about it.

Where to ask for feedback: reaching out to ask for feedback

We just explored how you can ask for feedback within your app. Now, let’s look at proactively reaching out to get valuable client feedback. Be sure to follow our tips on phrasing your messages from earlier.

Email

Your customer email list is the first place you should start. You’ve probably seen countless emails asking you to give feedback. It’s commonplace now.

But, it’s commonplace because it’s valuable and effective. 

Your marketing automation tool should make it easy to identify customers at different stages of the customer journey. Sending a customer feedback email is quick, easy, and lets you target specific customer segments you want feedback from. We’ll touch on which questions to send at different stages of the journey later. 

Customer support

Your customer support team has the most direct contact with your customers. They hear feedback all the time. Make it easy for them to capture feedback on behalf of customers. Or, show them how to direct customers to leave feedback for you. That could be directing them to your feedback board or a customer survey. 

Whichever you decide on, just make sure you’re asking. 

Review sites and communities

Another interesting way to seek user feedback is by reaching out to people on review sites and communities. If your existing customers (or potential customers) are already talking about your product, why not join them?

You can usually jump into the conversation or directly message users. Invite them to take a customer survey, or leave feedback on your customer feedback board. 

What to ask: focusing on useful customer feedback questions

We’ve talked a lot about how to ask for feedback, when to ask for it, and where to ask. Now we get the meat of the topic — what customer feedback questions should you be asking? 

Here are some common questions you might consider:

6. What are you hoping to use our product to do? 
7. What challenges led you to trying our product?
8. How did you find our registration process? Is there anything you would change?
9. Is there anything that would prevent you from using our product? 
10. How did you hear about our product?
11. How satisfied are you with our product? This is the Customer Satisfaction Score (CSAT) score question. You just add up all your positive responses, and divide them by the total number of responses. The higher the percent you get, the better your score.
12. How easy did we make if for you to solve your issue? This is the Customer Effort Score (CES) question. You get your customers to rate how easy solving their challenge was on a scale from 1 to 5, with 5 being very easy. Some companies opt to use different scales that better suit them. You average out the scores, and the higher the number, the better.
13. What aspects of our product do you like? 
14. What aspects of our product would you change? 
15. How likely are you to recommend our product to others? This is the Net Promoter Score (NPS) question.
16. What improvements would you suggest to improve our product?
17. How was your overall experience with our company?
18. How responsive were our customer service representatives?
19. Is there anything else you would like to share with us that could help improve our product/service?

That’s quite a list!

Obviously you wouldn’t ask your customers all of these at once — that’s an easy way to overwhelm them. 

So, decide which questions are most important to your organization. Focus on those.

Ask the right questions at the right time

You might also design a customer feedback survey with some of these questions for different stages of their customer journey. 

For example, let’s look at a customer who is onboarding. You might want to know:

1. How did they find you?
2. What are their challenges?
3. What would make them use your product long-term? 

If a customer has been using your product for years, you might focus on feedback questions designed to assess customer loyalty. Are they recommending your product? What improvements do they suggest? Do they have any product feedback for you?

Focus on carefully crafting your customer survey with useful questions. You’ll quickly uncover valuable insight you can use to boost customer satisfaction. 

How to respond to feedback: always follow up

The last point we’ll cover is that you always want to follow up when someone leaves you feedback. 

How you follow up depends on what type of questions you asked and what type of feedback your customer left. 

If the customer left a quick feedback request on your board, or completed a quick survey, you might just send a quick note thanking them.

If they completed a longer, more involved survey, you might send them a personal note.

Often, asking for feedback uncovers negative feedback from an unhappy customer. That’s an amazing opportunity to fix the situation and boost customer retention. Make sure your customer success team is notified and follow ups to address any concerns.

Asking for reviews

Before we wrap up, there’s one more benefit to asking for feedback that’s often overlooked.

The customers that care enough to give you feedback are most likely your most engaged users.

Many businesses struggle to get reviews on online review sites like G2, Capterra, Google Reviews, etc. 

Why not ask your most engaged users to leave you a review?

You don’t want to overwhelm them, but a quick request after they’ve already left you feedback shouldn’t hurt. If you’re requesting feedback in-app, you might just add a message to the confirmation screen:

“Thanks for leaving feedback! We really value your thoughts and insights. If you have a moment, we’d love it if you left us a review on G2.”

If you asked for feedback via email, you could send a similar note via email shortly after they left you feedback.

This is a great way to drive online reviews, and you might even uncover more customer insight in those reviews!

Bottom line: Don’t overwhelm your customers

Any constructive feedback your users give you is extremely valuable for your business. The way you ask for customer feedback means the difference between getting plenty of valuable feedback, and not getting enough.

By making your feedback requests subtle, respectful, and low effort, you’ll encourage your customers to get involved.

What are your tips for making feedback requests informative yet subtle? Is there a strategy you feel works better (or worse)? Let us know in the comments—or reach out to us on Twitter.

Eric Hoppe

Marketer and aspiring dog-sport competitor Eric’s career features stints with innovative companies like Opera Software and Crowd Content.

When he’s not telling the world how great Canny is, Eric's finding ways to get his dogson to be a more competitive frisbee dog.

All Posts - Website · Twitter - LinkedIn

The post How to ask for customer feedback for your SaaS product (+ useful infographic) first appeared on Canny Blog.

The post How to ask for customer feedback for your SaaS product (+ useful infographic) appeared first on Canny Blog.