(ServiceNow) - Day 4

Welcome to
Product School!
Day 4 - SPMC
Agenda
Day 1 Day 2 Day 3 Day 4 Day 5
Introductions Innovation Data & Discovery Product Optimization Product Financials

Logistics, Introduction, Innovation frameworks, Data Analytics, Optimization, Positioning and pricing,
and Overview Design Thinking, Google Data-Informed decisions Experimentation, Budget, Forecast, and
Ventures Design Sprint, Personalization Return on Investment (ROI)
Product Strategy Brainstorming, Open Prioritization
Create a winning strategy, Innovation Framework Ruthless Prioritization, Outcomes & Impact Maximizing Performance
Product Strategy Prioritization Framework, Outcome vs Output, Team Performance, Give &
framework, Maximize Resilient Roadmaps, Quantity Outcomes and Receive Feedback, Leading
Product Development Product-Market Fit Communicating Updates Impact, Branding & a Team
Lifecycle Market Assessment, Storytelling
Expanding Product-Market Product Execution Influence & Relationships
Metrics & Objectives Fit Requirement Standards, Product Presentations Leading without formal
Metrics a PM should know, PRDs, Communicating Best Practices, Design great Authority, Stakeholder
OKRs Market Research requirements with the Dev slides, Deliver Collaboration, Manage
Types of Market Research, Team, Storytelling, presentations difficult conversations,
User Research Competition & Climate, Manage Trade-offs, Working with Engineers &
Types of User Research, Feature Market Analysis, Constraints, Limitations, Business Models Designers
Customer Journey Customer acquisition Risk and assumptions Types of business models
Mapping, Personas, channels Product Presentations
Use Cases Scaling Product Final Presentations &
Growth & Analytics Product Team at Scale Feedback
Product-Led Growth,
Product Analytics
01
Product
Optimization
01
Optimization
Module 4 > Product Optimization > Optimization
Product Optimization
The process of refining and improving

a product to make it more valuable or
attractive to users
Optimization Process
1 - Define Objective
5 - Evaluate
2 - Establish Baseline
4 - Implement
3 - Hypotheses
02
Experimentation
Module 4 > Product Optimization > Experimentation
What is Product Experimentation?
Using scientific principles to gain

insights or establish causation
between product changes and
outcomes
Advantages of Experimentation
● Getting real user feedback in live conditions
● Low-risk learning
● Customers decide, not the highest paid person
● Keep up with changing customer contexts
● Save time and money
● Confidence that your work is making an impact
Types of Experiments
A/B Tests Multivariate Funnel Feature Flags

Testing Experiments
A/B Testing
● Randomly assign users to different product

experiences.
● Compare metrics and select the winning variant.
● Works best for Conversion Rate Optimization, UX

concepts, pricing strategy, and new feature
development
Option A Option B
Multivariate Testing
● Similar to A/B testing but with multiple variables

changing at the same time.
● Most useful when we have alternatives that have

multiple different components and we are looking
for effectiveness of various combinations.
Variation 1 Variation 2
Funnel Experiments
● Also similar to A/B testing but with changes

across multiple pages.
● Most useful when we have components that need

to stay consistent across pages (new navigation
across multiple pages) or we are changing the way
customers flow through various pages (new paths,
shortcuts, etc).
Page A Page B Page C
Feature Flags
● Use conditional logic to let you modify system

behavior without having to ship new code.
● Better control, progressive rollout to users.
● Alignment between Product, DevOps,

Engineering, and Marketing.
Estimated time: 15 minutes
Class Discussion: Experimentation

Needed
● What are some signs that your company
needs product experimentation?
Delivery schedules slip from one week to two, three… your Product Team feels
pressured to speed things up, while at the same time avoid any bugs or mistakes
You’re not confident certain product features you’re developing are really increasing
business output or improving the customer experience
Your product and developer teams complain about being kept to a marketing agenda or
timetable; your marketing team complains about delays and lack of control or visibility
Developers feel in the dark about whether their projects actually ‘made a difference’ to the
customer experience or the business bottom line - feedback comes in too late to feel
relevant or useful
relevant or useful
The C-Suite wants to go faster and innovate more, without however wanting to ‘break things’
along the way
relevant or useful
The C-Suite wants to go faster and innovate more, without however wanting to ‘break things’
along the way
You’ve gone through at least one major, painful rollback
Experimentation is the cornerstone of

technological innovation. It’s the key
element for decision-makers to
consider in their innovation strategy.
Remi Aubert
CEO and Co-Founder at AB Tasty
03
Personalization
Module 4 > Product Optimization > Personalization
Imagine you are visiting a city for the first time.
You walk into a bar that you’ve never been to before. You enter,
and the bartender already knows your favorite drink and can
make recommendations based on your tastes. Your favorite song
starts to play over the speakers, and an app on your phone
suggests that you go over and approach the gentleman in the
corner who shares your passion for classical music.
What is Personalization?
Provide the right To the right In the right

EXPERIENCE SEGMENT CONTEXT
● Personalized Message ● New Users ● Based on their Location
● Personalized Image ● Power Users ● After 10 page views
● Personalized Videos ● Users who love a deal ● After clicking a certain

thing
Customizable items in Salesforce
● Object Customization
● Page Layouts
● Workflows
● Reports and Dashboards
● User interface
● Integration
● Security
Why should I care?
The Four Elements of Personalization
INPUT SMARTS SELECTION DELIVERY

Case Study: [ServiceNow]
Case Study Development
Team Activity Roles
TIMEKEEPER NOTE TAKER PRESENTER
Ensure the team has Write team solutions and Present team solution to the
completed the activity in ideas that are discussed on class once back in the main
the given amt of time. a shared team document. room.
Update team on how much
time is left for the activity.
© 2023 ServiceNow, Inc. All Rights Reserved. Confidential. 32

Unmute and Share Estimated time: 30 minutes
Case Study > [ServiceNow]
Optimization Opportunity
Define an Optimization Opportunity for an element of

your product to make it more valuable or attractive to
users.
1. What optimization approach are you going to
focus on? (A/B Test, Personalization,
Optimization)
2. An understanding of data and your company’s
data collection and processing capabilities.
3. An understanding of who your customers are
and their journey.
4. Clearly defined goals for personalization that
map to your overall business objectives.
a. What is the goal? How will you measure
success?
b. What segment of users?
c. What trigger or data needed? Use your workbook to complete this activity:
[ServiceNow] Case Study & Template Workbook
Q&A
02
Outcomes &
Impact
01
Outcome vs.
Output
Module 4 > Outcomes & Impact > Outcomes vs. Output
Outcome vs Output
Product Team vs Features Team
Outcomes-focused Output-focused
Teams have autonomy over their work Work dictated by executives and stakeholders
Product Manager aids decision-making Product Manager works as a facilitator
Teams are challenged and inspired Talent is hard to retain
Example
Let’s imagine you’re on To some people, the outcome The outcome is not the
your way to work and of this event is the coffee, and coffee. The outcome is that
feeling exhausted, you go the output is you walking into you feel more energized by
into the cafe next to the the shop to buy it. In the caffeine boost and have a
office and buy yourself an business, the coffee could be more productive morning.
enormous coffee to get your product and the output The outcome is the way in
you through the morning is the conglomeration of all which your problem was
the work you put into making solved by the output; the
it. And that’s where some coffee
people have been going
wrong
Product Teams vs Features Team
Product Team Features Team

Outcomes-focused Output-focused
Teams have autonomy over their work Work dictated by executives and stakeholders
Product Manager aids decision-making Product Manager works as a facilitator
Teams are challenged and inspired Talent is hard to retain
Prerequisites
1. A problem to solve or an object to meet - Rather than being given a list of features
not a solution to create to deliver, empowered product teams
collaborate with stakeholders to identify
2. Autonomy to make decisions and held the most important problems to be
accountable for delivering results. solved and work iteratively to build
3. Time and resources to research, products and enhancements to do so.
experiment and iterate. They measure their success on how well
they impact actual metrics. For
example: conversion rate, daily active
users, etc.
Marty Cagan
Author of Empowered: Ordinary
People, Extraordinary Products
“This obsession with producing outputs is
strangling us. It’s why we spend countless hours
prioritizing features, grooming backlogs, and
micro-managing releases. The hard reality is
that product strategy doesn’t happen in the
solution space. Our customers don’t care about
the majority of our feature releases. Teresa Torres
Continuous Discovery Habits:
A solution-first mindset is good at producing Discover Products that Create
output, but it rarely produces outcomes ” Customer Value and Business Value
The Benefits of an Outcome-Centric Approach
Flexibility Clear & Motivational More customer focus

Goal
Freedom and flexibility in how The approach helps with You pay more attention to what
you want to reach the outcome communication between teams, customers have to say about
helping them align and your product.
understand the end goal
03
Quantify Outcomes
and Impact
Module 4 > Outcomes & Impact > Quantify Outcomes and Impact
Communicating Outcomes and Impact Matter
Why is this important?
● An opportunity to express the value your product has

had on the organization
● Also an opportunity to highlight your positive impact

on the organization, this is key to promotion
● A chance to celebrate the wins
● Know your audience - what is important to them, why

should they care about the outcome? Make sure they
have the needed context to understand
Communicating Outcomes and Impact Matter
How to communicate?
NEED BENEFIT FEATURE
DATA NUMBERS
EXAMPLE
MEMORABLE
Effective Communication
1 2 3
RECIPROCITY MEDIUM CONTEXT
Ensure there is dialogue, Many of the mediums we Think about how the
back and forth, not a use to communicate are current climate could add
one-way lecture. fraught with unintended meaning to
opportunities for what you say.
confusion
Story is King
When we routinely share our

PM´s
discovery findings, hypothesis,
learning plan, market research, and
● Perspective Providers
● Represent Voices of Value customer feedback, we are bringing
● Translators stakeholders along with us on that
● Customer Champions storytelling excursion. They become
● Collaborators invested in the outcome.
● Emphasis Creators
● Impact Identifiers Ronke Majekodunmi
SPM | Paypal
Quantify Outcomes And Impact
Know your numbers to be Confidence and delivery matter

credible
● Know your baseline metric - what ● Balance bragging and being too
was the state before the changes humble by focusing on the collective
came along work of the entire team - easier to
talk about others accomplishments
● Know your results
than your own
● Quantify the difference - Month
over month%, 3x, etc
Class Discussion: Communicating Outcomes
How are outcomes connected to planning,

roadmapping, and goal setting?
How and when do you share outcomes?
Future Press Release
Why? What?
The press release is a good way to force the For new initiatives, a product manager writes
team to explain to the organization what their an internal press release announcing the
ideas are about, and how their solutions are finished product (or service). The PM keeps
going to solve a customer problem. If the press
release doesn’t prove to be beneficial enough
for your target customer, there is no need even
to waste your time to start building your
product.
“iterating on a press release is a lot

quicker and less expensive than
iterating on the product itself”
How?
Closing and
Quote from How to get Customer
Heading Subheading Summary Problem Solution
you started Quote
call to FQA
action
Name the product in a way

the reader (i.e. your target
customers) will understand
How?
Closing and
Quote from How to get Customer
Heading Subheading Summary Problem Solution call to FQA
you started Quote action
Describe who the market

for the product is and
what benefit they get. One
sentence only underneath
the title
How?
How to Closing
Quote Customer
Heading Subheading Summary Problem Solution get and call to FQA
from you Quote
started action
Give a summary of the product and the

benefit. Assume the reader will not read
anything else so make this paragraph
good
How?
How to Closing
Quote Custome
Heading Subheading Summary Problem Solution get and call FQA
from you r Quote
started to action
Describe the problem your product

solves
How?
How to Closing
Quote Customer
Heading Subheading Summary Problem Solution from you
get
Quote
and call to FQA
started action
Describe how your product elegantly

solves the problem
How?
How to Closing
Quote Customer
from you Quote
started action
A quote from a spokesperson

in your company
How?
How to Closing
Quote Customer
Heading Subheading Summary Problem Solution
from you
get Quote
and call to FQA
started action
Describe how easy it is to get started

How?
How to Closing
Quote Customer
from you Quote
started action
Provide a quote from a hypothetical

customer that describes how they
experienced the benefit
How?
How to Closing
Quote Customer
Heading Subheading Summary Problem Solution get and call FQA
from you Quote
started to action
Wrap it up and give

pointers where the
reader should go
to next
How?
How to Closing
Quote Customer
from you Quote
started action
Add FAQs about your

product
Future Press Release: 4 Rules
● The goal must be stated at a future point in time,

sometime after launch.
● Start with the customer.
● Set an audacious and clear goal.
● Outline the principles used that led to success.
Case Study > [ServiceNow]
Activity: Future Press Release
Write a compelling Future Press Release for your

product or service
Complete the template and follow this advice:
● Keep it simple
● 3-4 sentences for most paragraphs
● Don't make it into a spec document
● No geek-speak
● Focus on customer benefits
Use your workbook to complete this activity:

[ServiceNow] Case Study & Template Workbook
Q&A
04
Branding and
Storytelling
Module 4 > Outcomes & Impact > Branding & Storytelling
What does Product Evangelism mean?
Forming your voice
● Form your voice
● Self-reflection
● Listening and talking
● Your future board
● Bring new is your superpower Product Manager
● Have deep care Inspire & Influence
● Write things down

How to use your voice?
Let your voice Amplify the Mic check,

evolve voice of others one, two
Storytelling
● Value of Storytelling → engage audience
● How to develop the content → think about SOLUTIONS
● Who is the customer you are trying to sell to?
● Break down your story to do your research
● Share your story with the audience

Your brand is communicated in a

number of ways:
● Mission statements
● Marketing materials
● Sales
● Customer service representatives
● Public relations
● Hiring
● Product messaging and positioning
Branding and storytelling
Messaging Slogans
Branding Logos
Content Look & Feel

Brand value
Financial Role of Brand Strength of

Forecast in Purchasing Brand
Brand Strength
Internal Factors External Factors
● Clarity ● Authenticity
● Commitment ● Consistency
● Governance ● Relevance
● Responsiveness ● Presence
● Differentiation
● Engagement
Best Global Brands 2019

Rankings
https://www.interbrand.com/best-brands/best-global-brands/2019/ranking/
Estimated time: 10 minutes
CORPORATE MISSION CORPORATE VISION

STATEMENT
To empower every To help people and

businesses throughout
person and every
the world realize their full
organization on the
planet to achieve more potential
Brand Equity
Brand Perceived Brand Brand

Awareness Quality Association Loyalty
Activity: Branding and Storytelling
● Write down one brand you love and one

you hate.
● Detail the story (or lack of) behind both

choices and the reasons behind your
justification.
● Share
03
Product
Presentations
Module 4 > Product Presentations > Delivering Product Presentations
When PMs Speak
You don't always need a
Presentation
Module 4 > Product Presentations > Delivering Product Presentations
01
Best Practices
Module 4 > Product Presentations > Best Practices
Best Practices
What are your Tricks for Product Make an Move the

goals? developing Thinking Impact Audience
content
Steps to Develop Content
Brainstorm Group into Pull out key Complete Refine for

topics areas the puzzle product/mar
ket fit
Does my content support

my goals?
Structure it like a journey

Universal Theory of 2+2
-Build
-an
-Outline
Show the Value
Prioritize Necessary Content

02
Designing Great Slides
Module 4 > Product Presentations > Designing Great Slides
How Most People Build Slides
● How much data can we cram on the slide? ● It’s like they just copy their outline to
● Maybe if I add an image to it, will it help? the slide
● Or what about a pie chart showing how ● It’s really boring and painful to watch
many people build bad slides? ● Remind me to pick a place for lunch
● Remember to tell them about their ● Are you even listening to me?
homework later
ONE idea per slide
● Kia ● Aston Martin

● Toyota ● Jaguar
● Honda ● Mercedes
● Ford ● BMW
Market Share
Market Share
We Can Dominate the Market
Do my slides reinforce my
message?
03
Delivering Presentations
Module 4 > Product Presentations > Delivering Presentations
How do we make you less afraid?
Confidence
in material
and yourself
Practice!
Practice!
Practice!
Talk with
People!
Structure
your
speaking
Verbal Tips
Project and modulate Speak slowly and Pauses are fine Never apologize or Never read your
your voice clearly make excuses slides
Remember, you are talking with people, not at them!

Non-Verbal Tips
Eye Contact Body language Mannerisms Hands Avoid insincere

gestures
What You’re Saying but Not Saying
Product Presentation
Criteria
● What are you targeting?
● What unsolved pain point/need does this customer have?
● Why is this feature the most important thing to build next?
● What’s the MVP?
● What are your key success metrics and how will you measure them?
● End to end mockup demo?
● How will you launch it?
Take Away: Final Presentations
Demonstrate what you’ve learned with

a final presentation
● Update for a Town Hall

● Demo new feature/product for internal stakeholders
● Share quarterly business results (QBR)
● Product Roadmap presentation
● Pitch a new product/vision
● Speaking about your product at an event
● or conference
● Update for the board of directors or investors
● Metrics/KPI progress presentation
● Case Study
Q&A
04
Business Models
01
Types of Business
Models
Module 4 > Business Models > Types of Business Models
B2B
B2B Business Model
● Targeting business
● Relationship oriented
● Value Proposition and business oriented

B2C
B2C Business Model
● Building products for consumers
● B2C products are also known as Consumer Products
● Focus on addressing consumer’s needs/wants,

providing convenience, and improving accessibility of
the day-to-day things
B2B vs B2C
Comparison Criteria
Buyer and User Releases
Roadmap Relationship with stakeholders
Data for Decision Making Monetization models
Understanding customer needs Go-to-Market

B2B vs B2C
Comparison Criteria
Buyer and User B2B B2C
Buyer = typically a head of

Buyer = User
Roadmap business unit
User - Employees within the Make the user love your

Data for Decision Making business unit product
Hundreds or thousands of
Millions of users
Understanding customer needs customers
B2B vs B2C
Comparison Criteria
40-50% of a roadmap is Users don’t know what

Roadmap driven by key accounts they want
Industry knowledge is Surprise users by thinking

Data for Decision Making essential out of the box
User experience takes

Adding more features takes
Understanding customer needs priority over feature
priority
addition
B2B vs B2C
Comparison Criteria
Rely on Qualitative data to Rely on Quantitative data

Roadmap understand user to understand user
requirements requirements
Data for Decision Making Quantitative data is often Understand user behavior
unavailable through product analytics
Understanding customer needs Spend a good amount of time Easy to experiment using
speaking to buyers and users A/B testing
B2B vs B2C
Comparison Criteria
Buyer and User

B2B B2C
Roadmap Customer’s needs can be

Industry knowledge is crucial
intuitive
Data for Decision Making Customers know what they Customers don’t know
need what they want/need
Understanding customer needs Learning from

Easy to reach customers
data/behavior
B2B vs B2C
Comparison Criteria
Releases B2B B2C
Release typically once in Frequent releases (even

Relationship with stakeholders 12-18 months 1-2 releases every month)
Sale and support team No training overhead for

Monetization models enablement releases
Demos to showcase product

New features are typically
Go-to-Market features with
mentioned in release notes
industry-specific use cases
B2B vs B2C
Comparison Criteria
Releases B2B B2C
Sales, Pre-sales, Solution

Relationship with stakeholders architects, Customer success
No direct sales team
teams increase the
complexity
Monetization models
The sales team is considered Will not know users
another customer personally
Go-to-Market
B2B vs B2C
Comparison Criteria
Releases B2B B2C
Customers willing to pay for Convincing customers to

Relationship with stakeholders ROI pay
Monetization path clear Monetization may be tricky

Monetization models
Licensed, subscription,
Ads-supported, freemium
support
Go-to-Market
B2B vs B2C
Comparison Criteria
Releases
B2B B2C
Relationship with stakeholders Sales team/demand

Marketing focused
generation
Monetization models Launches and deployment
Launch anytime
cycles
Go-to-Market Higher reliability Speed over reliability

They Aren’t That Different
Understand Customers Build Design and Validate Measure and Iterate
Adapting to Your Context
BMI Context Map® Canvas
The Context Canvas® is meant to help you

and your team expand your thinking beyond
the boundaries of your product and
organization, to have a deeper conversation
about what’s going on in the world and
what’s changing that will affect your business
in the future
View this template here

Class Discussion: Building Products B2B vs B2C
Question 1 Question 2
What is your How can you adapt to

experience with ensure success at any
building Products in a organization?
B2B vs B2C
organization?
Daily Reflection
1. State one concept or key learning
from today that was impactful for
you and/or that you will be able to
implement immediately in your role.
2. List any questions you have about

how today’s concepts tie into your
product, team, and/or job
responsibilities.
* Be sure to follow-up with your manager after
Product School to discuss these questions.

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Welcome to

Introductions Innovation Data & Discovery Product Optimization Product Financials

The process of refining and improving

Module 4 > Product Optimization > Optimization

Module 4 > Product Optimization > Experimentation

What is Product Experimentation?

Using scientific principles to gain

● Getting real user feedback in live conditions

● Customers decide, not the highest paid person

● Keep up with changing customer contexts

● Save time and money

● Conﬁdence that your work is making an impact

Module 4 > Product Optimization > Optimization

A/B Tests Multivariate Funnel Feature Flags

● Randomly assign users to different product

● Compare metrics and select the winning variant.

● Works best for Conversion Rate Optimization, UX

Module 4 > Product Optimization > Optimization

● Similar to A/B testing but with multiple variables

● Most useful when we have alternatives that have

● Also similar to A/B testing but with changes

● Most useful when we have components that need

Page A Page B Page C

Module 4 > Product Optimization > Optimization

● Use conditional logic to let you modify system

● Better control, progressive rollout to users.

● Alignment between Product, DevOps,

Module 4 > Product Optimization > Optimization

Class Discussion: Experimentation

You’ve gone through at least one major, painful rollback

Experimentation is the cornerstone of

Module 4 > Product Optimization > Personalization

Imagine you are visiting a city for the ﬁrst time.

Provide the right To the right In the right

● Personalized Message ● New Users ● Based on their Location

● Personalized Image ● Power Users ● After 10 page views

● Personalized Videos ● Users who love a deal ● After clicking a certain

Module 4 > Product Optimization > Personalization

Customizable items in Salesforce

Why should I care?

Module 4 > Product Optimization > Personalization

The Four Elements of Personalization

INPUT SMARTS SELECTION DELIVERY

Case Study Development

Team Activity Roles

TIMEKEEPER NOTE TAKER PRESENTER

© 2023 ServiceNow, Inc. All Rights Reserved. Confidential. 32

Case Study > [ServiceNow]

Deﬁne an Optimization Opportunity for an element of

Product Team vs Features Team

Product Manager aids decision-making Product Manager works as a facilitator

Teams are challenged and inspired Talent is hard to retain

Module 4 > Outcomes & Impact > Outcomes vs. Output

Product Teams vs Features Team

Product Team Features Team

Product Manager aids decision-making Product Manager works as a facilitator

Teams are challenged and inspired Talent is hard to retain

Module 4 > Outcomes & Impact > Outcomes vs. Output

Module 4 > Outcomes & Impact > Outcomes vs. Output

The Benefits of an Outcome-Centric Approach

Flexibility Clear & Motivational More customer focus

Communicating Outcomes and Impact Matter