ProdMan Frameworks_ThinC_Handbook

Product Management
Frameworks Handbook
PRODUCT MANAGEMENT FRAMEWORKS HANDBOOK
FOREWORD
Team ThinC, MDI Gurgaon presents to you the 1st edition of The Product Management
Framework Handbook.
The handbook leverages the Product Management Frameworks widely used in case & Prod Man
interviews. It is our humble attempt to offer the reader a comprehensive view of the frameworks
across multiple case types. Through this, we try to present to you a single source of case
preparation for product management.
We intend to keep updating this casebook with both cases and guesstimates in the coming year -
so that it can turn into a comprehensive reference document and help the student community to
prepare better for the product management roles.
Making the most of this Casebook

We would recommend the reader to look at the frameworks and practice the questions in groups
of 3-4. Once done with the exercise, you may refer to the links in the references to have an in-
depth view of the frameworks. These frameworks presented help develop a logical flow to
approaching the case and we advise the reader to not limit to the structure. You may develop your
own structural flow as well.
Prepared by ThinC - The Business Technology Club of MDI 1

TABLE OF CONTENTS
THE CUSTOMER JOURNEY MAP ............................................................................................ 3
THE BUS FRAMEWORK .......................................................................................................... 5
THE STAR FRAMEWORK ........................................................................................................ 6
THE RICE FRAMEWORK ........................................................................................................ 7
THE CIRCLE FRAMEWORK .................................................................................................... 8
THE HEART FRAMEWORK ..................................................................................................... 9
THE AARRR FRAMEWORK ..................................................................................................... 11
THE REAN VS RACE FRAMEWORK....................................................................................... 13
THE 5E FRAMEWORK ........................................................................................................... 15
THE WORKING BACKWARD (AMAZON) FRAMEWORK .......................................................... 16
THE 4P FRAMEWORK ........................................................................................................... 17
THE BUSINESS MODEL CANVAS .......................................................................................... 18
THE HOOK MODEL CANVAS ............................................................................................... 19
THE MOSCOW PRIORITIZATION.......................................................................................... 20
THE OKR FRAMEWORK ....................................................................................................... 22
THE VALUE PROPOSITION CANVAS..................................................................................... 23
References

1. CUSTOMER JOURNEY MAP

A customer journey map (CJM) is a visual overview of how customers interact with and
experience your website, products, or business across multiple touchpoints. By visualizing the
actions, thoughts, and emotions your customers experience, a customer journey map helps you
better understand them, identify the pain points they encounter, and improve the overall
experience.
A customer journey map example from Airbnb, starts when a user needs to book
accommodation and ends after their stay in an Airbnb property
When to use?
• Visualize customer motivations, drivers & pain points

• Create cross-team alignment around the business
• Remove internal silos and clarify areas of ownership
• Make improvements and convert more visitors into customers
A Typical Customer Lifecycle
Awareness Consideration Convert Loyalty Advocacy
Customer Actions Customer Actions Customer Actions Customer Actions Customer Actions
View online ad, see Conduct research, Make a purchase Receive service, Repeat purchase,
social media analyze contact customer share experience
campaigns, word of competitors, Touch Points care, read service
mouth from compare features documentation Touch Points
friends and pricing Website, mobile
app, phone Touch Points Word of mouth,
Touch Points Touch Points social media, review
KPIs Phone, chatbot, sites
Traditional media, Word of mouth, email
social media, word website, social Conversion rate, KPIs
of mouth media online sales KPIs
Retention rate,
KPIs KPIs Business Goals Product reviews, customer satisfaction
support success score
Number of people New website Increase rate, waiting time
reached visitors conversion rate, Business Goals
online sales Business Goals
Business Goals Business Goals Generate positive
Increase customer reviews, increase
Increase Increase visitors satisfaction retention rate
awareness, interest

To deep dive into 7 interesting Real-life Customer Journey Map Examples

Click HERE

2. BUS FRAMEWORK
“How would you improve YouTube?” For such product improvement questions, BUS
Framework offers a three-step approach:
• Business Objective: Knowing the business context and objective helps you make better
design decisions. If the interviewer wants you to “Design a phone”, then its crucial to
understand the specific business objectives, we are trying to fulfill. For e.g.
o Sell large volume of phones with a low price point
o Go for a premium market
o Having a user in mind for the phone (e.g. teenagers, business users)
• User Problems
o Select a user type: Deaf users, elderly users, users with mobility issues etc.
o List user problems: For e.g., problem with deaf users is inability to hear the phone
ringing or voicemails, can’t hear the other person talking on line, can’t hear the sound
on videos received from friends
o Prioritize user problems: Depending on how painful the problem is prioritized
• Solutions
o List solutions
o Prioritize Solutions
o Summarize
Try this question | Design a computer keyboard or a grocery app or a washer
Business Objectives Why this design framework is powerful?
• It’s a logical flow that mitigates the risk of

User Problems being wrong as you go
• It gives you a pivot playbook for when to

stop and investigate further, and when to
Solution keep going

3. STAR FRAMEWORK
The SAR (or STAR) is a very useful technique that can be deployed to emphasize your
achievements in context. The situation paints a picture of who you are as a professional, adds
actions and context to your thinking process, and reveals your robustness as a PM. All the
questions below can be structured using the STAR Methodology.
The Product Vision Question

Can you tell me an example of a product or feature idea you generated and how you made sure
that it was reflected in the final version?
The Team and Stakeholder Management Question

Can you tell us of a moment were you made sure that the concerns of sales-oriented and
development-oriented teams were aligned?
The User Question

What are your favourite techniques to include the voice of the user in your team deliberations?
The Business Intelligence Question

How would you react if the competition began providing the same services at a lower cost?
The Product Failure Question

What have you done in a situation of serious technical or commercial failure for a product or
feature?
Situation Task Action Result

An event, project Your responsibilities Steps or procedure Results of action
or challenge & assignment for taken to rectify the taken
faced the situation situation

4. RICE FRAMEWORK
Prioritization is a perennial challenge when building a product roadmap. How do you

decide what to work on first?
RICE is an acronym for the four factors we use to evaluate each project idea:
• Reach: Reach is measured in number of people/events per time period. E.g. “transactions
per month”, “customers per quarter” etc.
• Impact: “How much will this project increase conversion rate when a customer encounters
it?” To focus on projects that move the needle on your goal, estimate the impact on an
individual person
• Confidence: Confidence is a percentage score, used to avoid decision paralysis. You can use
multiple-choice scale: 100% is “high confidence”, 80% is “medium”, 50% is “low”
• Effort: Effort is estimated as a number of “person-months” – the work that one team
member can do in a month
How is RICE Score calculated?
𝑹𝒆𝒂𝒄𝒉 × 𝑰𝒎𝒑𝒂𝒄𝒕 × 𝑪𝒐𝒏𝒇𝒊𝒅𝒆𝒏𝒄𝒆

𝑹𝑰𝑪𝑬 𝑺𝒄𝒐𝒓𝒆 =
𝑬𝒇𝒇𝒐𝒓𝒕

5. CIRCLE FRAMEWORK
“Redesign the Facebook Newsfeed for the Web” or “How would you improve
Pinterest?” In such Product design questions, interviewers look for six key elements in a strong
response. These are Goals and metrics, Target Personal & Pain Points, Prioritization,
Creativity, and Development Leadership.
The CIRCLES framework serves as a checklist for product managers and helps them to cover
all the prerequisite areas of consideration while at the same prevents a disconnect between the
business and the customers.
The 5W’s & H also help product manager in asking a right question in the Comprehend
Situation stage and gather information about the problem before jumping into solution or some
conclusion.
• What is it?
• Who is it for?
• Why do they need it?
• When is it available?
• Where is it available?
• How does it work?”
Comprehend Situation
Ask clarifying questions to narrow the scope
Identify Customer
Identify the users/customers as personas like food lovers, soccer moms, etc.
Report Customer Needs

Describe their behaviors and based on those behaviors what are their needs and
describe use cases
Cut through Prioritization

Prioritize needs you will address
List Solutions
List at least three solutions
Evaluate Trade-offs
Analyze tradeoffs between alternative solutions
Summarize Recommendation
Which solution you would recommend , Recap what the solution does and why is it
beneficial , Why you prefer this solution

6. HEART FRAMEWORK
Kerry Rodden, Google’s ex-lead UX researcher, developed HEART Framework to help

Google’s UX design teams narrow their focus to only a few key user metrics and to quantify
those metrics so they could evaluate them objectively.
Product teams use HEART as a prioritization Framework when they have more ideas or
requests for features and enhancements than their cross-functional team can work on in a given
timeframe. The framework is a kind of UX metrics scorecard that’s broken down into 5 factors:
• Happiness: How do users feel about your product? Happiness is typically measured by user
satisfaction surveys, app ratings and reviews, and net promoter score
• Engagement: How often are people coming back to use the product? Engagement can be
measured by number of visits per user per week, session length, or a key action, like the
number of photos uploaded or songs listened to per user per day
• Adoption: How many people complete the onboarding process and become regular users?
Adoption is measured by number of new users over a period of time or percentage of
customers using a new feature
• Retention: What percentage of users are returning to the product? Retention is measured by
churn
• Task success: Can users achieve their goal or task quickly and easily? Task success is
measured by factors like efficiency (how long it takes users to complete the task)
effectiveness (percent of tasks completed), and error rate
The HEART framework can be applied to a single feature in your app, or to your whole
product. Also, Net Promoter Score is a great tool to measure satisfaction.
How to use the HEART Framework?
• Set Goals: What do you want to happen?

• Define Signals: What is the thing we need to measure to get closer to the goal? For
example, for Twitter, if a user starts writing and editing a tweet but closes it before
publishing, it’s a signal of failure for task success
• Choose Metrics: How will signals manifest as metrics?
Try this question | What new feature you would design for the Amazon Echo?
Click here for Solution

HEART FRAMEWORK
GOALS SIGNALS METRICS

Average Rating of the
Good Feedback
HAPPINESS App
Users find the app
helpful, fun, and easy Survey Results are
Perceived ease of use
to use Positive
Recommend the app Net Promoter Score
Spending more time Average Session
ENGAGEMENT in the app Length
Users enjoy app
Reads my newsletter
content and keep Open Rate
emails
engaging with it
Returns to my Number of
website/app conversions
Downloading the app Download Rate
ADOPTION
New users see the Signing up for an
Registration Rate
value in the product paid account
or new feature
Feature Adoption
Using New Features
Rate
Staying active in the
Churn Rate
RETENTION app
User stays loyal to
app/website to use Renewing a Subscription Renewal
key actions Subscription Rate
User Loyalty Repeat Customers
Task Completion
Incomplete or
rate/Incomplete per
TASK SUCCESS Completed Task
user
Users complete their
goal quickly and Completing Task Time to task
easily Efficiently completion
User makes less
Error Rate per user
errors

7. AARRR FRAMEWORK
Also known as start-up metrics for pirates, the AARRR Framework helps you to measure every
step of the customer journey and helps you to identity leaks and potential loopholes. The
framework is a popular model for Start-ups and SaaS companies to measure growth and success.
The Customer Funnel?

A marketing funnel or a customer funnel or a purchase funnel – is a roadmap laid out by a
company to guide potential customers from their first interaction with the brand to becoming a
paying customer.
ATTRACT
In recent years, the focus has shifted CONVERT
more & more from sales to marketing.
ENGAGE
Where sales were still responsible for
60% of the funnel, this is now only SELL
about 20% CONNECT
The New Marketing and Sales Funnel
In the past Now
Awareness
Marketing
Interest
Marketing
Consideration
Intent
Sales
Ealuation
Sales
Purchase

AARRR FRAMEWORK
You might already see that you don’t have enough customers, but what should you do to
get more customers/users? Maybe you should do more marketing to reach more people? Or
maybe you should optimize your website? Or is it that one feature that you should develop to be
more interesting for people? Well, the Pirate Funnel could help you find this bottleneck.
ACQUISITION - People visit your website

• One metric that matters is to grow the number of app downloads. It's
a measurable result of targeting the right audience with messages in
yours ads & copy
• Click-Trough Rate, Conversion Rate are other metrics
ACTIVATION - They have a great first time experience

• AHA- moment : The exact point in time when a user understands the
value they get from a product or service
• For e.g. Facebook discovered that a user is most engaged, when
he/she connects to atleast 7 friends in ten days
RETENTION - Users come back

• The Metric that matters is the retention rate, as it is the best indicator
for people coming back to your app
• Other Metrics could be Churn rate, Daily Active Users, and Monthly
active users
REFERRAL - Users invite others

• Number of app installs through referral matters the most, as this a
measurable result for users inviting others via application
• Other metrics could be Net Promoter Score (NPS), Number of
invitations sent to invite friends, Number of app installs per invite
REVENUE - Users buy your product

• One Metric That Matters is the average order value, because this is a
measurable result for users spending money inside your application
and a conformation that they understand your value proposition
• Other metrics for this phase could be Average order value per user,
Customer LifeTime Value (CLTV)

8. REAN VS RACE FRAMEWORK
Originally developed by Xavier Blanc for mapping activities & popularised by Steve Jackson in
the Cult of Analytics, REAN is a way to analyse the activities’ effectiveness and develop
KPIs.
Developed by The Smart Insights, RACE also includes Plan - the initial phase of digital strategy
creation and objective setting hence five-step framework.
Why & when to use these Frameworks?
• When: To develop a digital marketing or omnichannel communications plan which

meets the challenges of reaching and engaging online audiences to prompt conversion to
online or offline sales
• Why: Practical and action-oriented, customer-centred, integrates all modern marketing

activities, multi-channel, and commercial based on a performance improvement process
How to Prioritize with REAN/RACE? To learn using weighted scorecard prioritization

Click here
REAN FRAMEWORK RACE FRAMEWORK

Four-factor framework for mapping and Five-step framework for mapping and
analysing marketing activities managing engagement activities
Focuses on activities needed Focuses on activities that
to raise brand awareness will drive traffic to your
and attract people to the website and raise brand
REACH brand REACH awareness
Answers question: How can
Cover by: Organic and paid
we raise attention to the
search, social media, PR,
product and how effective are
etc.
the measures?
Measured by: Impression Measure by: Audience
metrics volume/quality/value/cost
Focuses on persuading
Focuses on activities needed
ENGAGEMENT site visitors to take action
to improve audience ACT
and encouraging interaction
interaction with the brand
with your content


we engage the audience we Cover by: Relevant, useful,
attract and how effective are and engaging content
the measures?
Measure by: Lead
Measured by: Click depth, conversion rate, time spent
Time spent on the website on site, number of
subscribers/likes/shares
Focuses on encouraging
visitors to take the final
to increase the number of
step and their conversion
people taking action
ACTIVATION into paying customers
CONVERT
Cover by: Conversion rate
we get more people to take
optimization, marketing
action and how effective are
automation, and retargeting
the measures?
Measure by: Sales,
Measured by: Conversion Revenue/Profit,
metrics Conversion and Order
Value
Focuses on developing
long-term relationships
to retain and re-engage
with customers to drive
activated consumers
ENGAGE repeated sales and advocacy
NURTURE
Cover by: A wide range of
we encourage visitors to
online and offline
return and consume more
communications, customer
content, and how effective
loyalty drivers research
are the measures?
Measure by: Repeat
Measured by: Effectiveness
Purchase, Customer
of re-marketing efforts
satisfaction, advocacy

REAN VS RACE FRAMEWORK
So, what’s the difference?
Engagement vs. Act

While REAN’s Engagement speaks only of the overall customer interaction with the brand
and a way of understanding visitors’ interest, RACE’s Act wants you to think and focus on the
first desired action as well. Thus, the second stage can help you be more goal-oriented and
gather more valuable data.
Nurture vs. Engage

REAN’s Nurture speaks of engaging the activated visitors to come back and consume more
content. RACE’s Engage wants you to drive repeated sales and build a loyal audience
through the re-engagement. Which again makes the RACE’s criterion more goal-oriented.
9. 5 E’S FRAMEWORK
The 5 Es framework attempts to simulate the experience of the user while using your product.
It attempts to understand the behaviour of the user and create a strategy that best matches that
behaviour, enabling the user to do what is required in the easiest possible manner.
Entice Enter Engage Exit Extend
Entice: Understand the requirement of the customer. Analyse why the customer is coming to
you
Enter: How does the customer reach your product?
Engage: Understand how easy it is to use your product once the customer is there, and
understand whether the steps to use your product are straightforward
Exit: How easy is it for the customer to accomplish the task that was required? What were the
hindrances encountered?
Extend: Once the task is complete, how do you follow up with the customer?

10. WORKING BACKWARD (THE AMAZON METHOD)

The Working Backwards product definition process is all about fleshing out the concept and
achieving clarity of thought about what we will ultimately go off and build. It typically has four
steps:
• Start by writing the Press Release: Nail it. The press release describes in a simple way
what the product does and why it exists - what are the features and benefits. It needs to
be very clear and to the point. Writing a press release up front clarifies how the world will see
the product - not just how we think about it internally
• Write a Frequently Asked Questions document: Here’s where we add meat to the
skeleton provided by the press release. It includes questions that came up when we wrote the
press release. You would include questions that other folks asked when you shared the press
release and you include questions that define what the product is good for. You put yourself
in the shoes of someone using the product and consider all the questions you would have
• Define the customer experience: Describe in precise detail the customer experience for
the different things a customer might do with the product. For products with a user
interface, we would build mock ups of each screen that the customer uses. For web services,
we write use cases, including code snippets, which describe ways you can imagine people
using the product. The goal here is to tell stories of how a customer is solving their
problems using the product.
• Write the User Manual: The user manual is what a customer will use to really find out
about what the product is and how they will use it. The user manual typically has three
sections, concepts, how-to, and reference, which among them tell the customer everything
they need to know to use the product. For products with more than one kind of user, we
write more than one user manual.
Build the
Evaluate Discover
Start with the high-level Create the
opportunity. Is solutions
customer and roadmap backlog
it compelling and get
draft press and and assign
enough? Should stakeholder
release identify tasks
we build it? approval
themes

11. 4 P’s of MARKETING FRAMEWORK
The 4Ps of marketing is a model for enhancing the components of your "marketing mix" –
the way in which you take a new product or service to market.
• Brand • Discount
• Services • Offer Policy
• Packaging • Credit Policy
Product Price
Place Promotion
• Market • Advertising
• Channel • Publicity
• Distribution • Sales Promotion
PRODUCT PRICE PLACE PROMOTION
What the company How much you It’s all about the Promote your
sells charge for the location offerings
product or service
The product mix is The pricing strategy The more swiftly An effective
the whole range of must align with the the products reach promotion mix will
products a company overall goal of the the point of sale, ensure good sales
offers to its organization. the more likely are and a marketer must
customers Whether you want the chances of strive to create a
market penetration satisfying the conducive
or skim over all this customers and environment
depends on your increase brand
pricing strategy loyalty
Additional Ps are: People, Packaging, Process, Performance, Physical Evidence

12. BUSINESS MODEL CANVAS

The Business Model Canvas (BMC) is a strategic management tool to quickly and easily define
and communicate a business idea or concept. It is a one page document which works through
the fundamental elements of a business or product, structuring an idea in a coherent way.
The Canvas has 9 elements:

• Customer Segments: Who are the customers? What do they think? See? Feel? Do?
• Value Propositions: What’s compelling about the proposition? Why do customers buy/use?
• Channels: How are these propositions promoted, sold and delivered? Why? Is it working?
• Customer Relationships: How do you interact with the customer through their ‘journey’?
• Revenue Streams: How does the business earn revenue from the value propositions?
• Key Activities: What uniquely strategic things does the business do to deliver its
proposition?
• Key Resources: What unique strategic assets must the business have to compete?
• Key Partnerships: What can the company not do so it can focus on its Key Activities?
• Cost Structure: What is the business’ major cost drivers? How are they linked to revenue?

13. HOOK MODEL CANVAS
Entrepreneur, author, and behavioural economist Nir Eyal developed Hook Method
Methodology. The hook model of behavioural design is a framework for designing addictive
products. It is closely related to the habit loop. It describes a cyclical, four stage process for
designing addictive products. The stages are:
• Trigger: This is the actuator of behaviour. It cues the action that then builds a habit
• Action: Behaviour executed in anticipation of the reward
• Variable reward: The problem that’s solved because of the action taken reinforces the cycle
of behaviour. Reward types include Rewards of the Tribe (social rewards based on
connection and acceptance), Rewards of the Hunt (search for material resources), and
Rewards of the Self (personal gratification in the form of mastery or self-realization)
• Investment: An action that improves the product or service in the future
A habit is defined as an “automatic behaviour triggered by situational cues.” When built

into produces these stages drive user engagement and lead to habit formation. To accomplish
this, companies can guide customers through a series of experiences called “hooks.”
The Hook model is particularly popular in the world of social media and gaming. In these
industries, part of the objective of products is to keep consumers engaged. This is important so
that you can keep “eyes on screen” so that advertising can be pushed towards them.
How Apps Are Using Habit-Driven Hooked Model in 2021? Click here

14. MoSCoW PRIORITIZATION
The acronym MoSCoW represents four categories of initiatives: must-have, should-have,

could-have, and won’t-have, or will not have right now. Some companies also use the “W” in
MoSCoW to mean “wish.”
MUST HAVE
M • Non-negotiable product needs that are mandatory for the team
SHOULD HAVE
S • Important initiatives that are not vital, but add significant value
COULD HAVE
C • Nice to have initiatives that will have a small impact if left out
WILL NOT HAVE

W • Initiatives that are not priority for this specific time frame
Must-have Initiatives
Requires the team to complete a mandatory task. If you’re unsure about whether something
belongs in this category, ask yourself the following:
• What will happen if this initiative is not included in the specific release?
• Is there a simpler way to accomplish this?
• Will the product work without it?
Should-have Initiatives
“Should-have” initiatives are different from “must-have” initiatives as they can get scheduled for
a future release without impacting the current one. For example, performance improvements,
minor bug fixes, or new functionality may be “should-had” initiatives. Without them, the
product still works.
Could-have Initiatives
Another way of describing “could-have” initiatives is nice-to-haves. “Could-have” initiatives are
not necessary to the core function of the product. However, compared with “should-have”
initiatives, they have a much smaller impact on the outcome if left out.

MoSCoW PRIORITIZATION
Will-not-have Initiatives
Placing initiatives in the “will-not-have” category is one way to help prevent scope creep. If
initiatives are in this category, the team knows they are not a priority for this specific time
frame.
The safe percentage of Must Have requirements, in order to be confident of project

success, is not to exceed 60% Must Have effort.

15. OKR METHOD
Image Courtesy — Mint Intuit
A goal-setting framework for thinking big, Objectives and key results (OKR) helps establish
high-level, measurable goals for your business by establishing ambitious goals and outcomes that
can be tracked over the quarter.
OKRs vs KPIs
KPIs are intended to measure the “health of the business initiative,” and are “reporting
measures and less goal oriented by nature,” comparable to an informational dashboard.
“Although both KPIs and OKRs are used as performance indicators, OKRs can be seen as an
evolved KPI, as they are more specific with quantifiable results.” OKRs are tied to business
goals and objectives, rather than employees’ work. KPIs on the other hand can be tied directly
to an employee’s day-to-day work - they’re designed for achieving success in the workplace.
Atlassian offers the following check-list for setting OKRs:
• Put the customer first

• Don’t skimp on ambition
• Tie OKRs to larger company goals
• Just enough Os and KRs is enough
• If you can’t measure it, it’s not a good KR
• KRs are outcomes — not tasks
• Assign KR owners

16. VALUE PROPOSITION CANVAS
When it comes time to really understand your customers, including their jobs-to-be-done, pains,
and gains, as well as your offer to them, the Value Proposition Canvas, developed by Alex
Osterwalder, is one of the best tools available to help you in this regard.
• Persona: Fill in the name of your persona. Which customer segment do you have in mind
for this proposition?
• Job-to-be-done: What are the jobs your customer is trying to get done in work or life?
These could be both functional and social. What basic needs do your customers have
(emotional and/or personal)?
• Gains: What would make your customer happy? What outcomes does he or she expect and
what would exceed their expectations? Think of the social benefits, functional, and financial
gains.
• Pains: What is annoying or troubling your customer? What is preventing him or her from
getting the job done? What is hindering your customer’s activities?
• Gain creators: What can you offer your customers to help them fulfil the gains? Be concrete
(in quantity and quality)!
• Pain relievers: How can you help your customer relieve his pains? Be explicit about how
they can help.
• Products and services: What are the products and services you can offer your customer so
that he/she can get his/her job done? How is it not a silver bullet?

REFERENCES
1. https://davidolszewski.com/top-16-frameworks-every-product-manager-wants-
to-know
2. https://www.smartinsights.com/user-experience/customer-experience-
management-cxm/mapping-customer-journey/
3. https://www.crmsoftwareblog.com/2021/05/how-to-build-a-customer-journey-
map-with-microsoft-dynamics/
4. https://uxplanet.org/the-bus-product-design-framework-4e9fb6f81bcf
5. https://medium.com/agileinsider/how-to-set-user-centered-metrics-the-google-
heart-framework-ab41bf217a34
6. https://www.rocketsource.co/blog/customer-journey-funnel/
7. https://hello.ducalis.io/prioritization-frameworks/rean
8. https://digitalstrategyconsultants.in/blog/introducing-race-a-practical-
framework-to-improve-your-digital-marketing/#gref
9. https://www.productplan.com/learn/product-management-frameworks/
10. https://neilpatel.com/blog/4-ps-of-marketing/
11. https://medium.com/seed-digital/how-to-business-model-canvas-explained-
ad3676b6fe4a
12. https://fourweekmba.com/hook-model/
13. https://medium.com/@svharivinod/making-your-product-a-habit-the-hook-
framework-7815f94a2ddf
14. https://www.businessmodelsinc.com/about-bmi/tools/value-proposition-
canvas/
15. https://www.digitalnatives.hu/blog/value-proposition-canvas/
Author
Prepared by:
Manasvi Goel
PGDM-IB (2021-2023)

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Product Management

Making the most of this Casebook

Prepared by ThinC - The Business Technology Club of MDI 1

THE CUSTOMER JOURNEY MAP ............................................................................................ 3

THE BUS FRAMEWORK .......................................................................................................... 5

THE STAR FRAMEWORK ........................................................................................................ 6

THE RICE FRAMEWORK ........................................................................................................ 7

THE CIRCLE FRAMEWORK .................................................................................................... 8

THE HEART FRAMEWORK ..................................................................................................... 9

THE AARRR FRAMEWORK ..................................................................................................... 11

THE REAN VS RACE FRAMEWORK....................................................................................... 13

THE 5E FRAMEWORK ........................................................................................................... 15

THE WORKING BACKWARD (AMAZON) FRAMEWORK .......................................................... 16

THE 4P FRAMEWORK ........................................................................................................... 17

THE BUSINESS MODEL CANVAS .......................................................................................... 18

THE HOOK MODEL CANVAS ............................................................................................... 19

THE MOSCOW PRIORITIZATION.......................................................................................... 20

THE OKR FRAMEWORK ....................................................................................................... 22

THE VALUE PROPOSITION CANVAS..................................................................................... 23

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1. CUSTOMER JOURNEY MAP

• Visualize customer motivations, drivers & pain points

A Typical Customer Lifecycle

Awareness Consideration Convert Loyalty Advocacy

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To deep dive into 7 interesting Real-life Customer Journey Map Examples

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Try this question | Design a computer keyboard or a grocery app or a washer

Business Objectives Why this design framework is powerful?

• It’s a logical flow that mitigates the risk of

• It gives you a pivot playbook for when to

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The Product Vision Question

The Team and Stakeholder Management Question

The User Question

The Business Intelligence Question

The Product Failure Question

Situation Task Action Result

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Prioritization is a perennial challenge when building a product roadmap. How do you

How is RICE Score calculated?

𝑹𝒆𝒂𝒄𝒉 × 𝑰𝒎𝒑𝒂𝒄𝒕 × 𝑪𝒐𝒏𝒇𝒊𝒅𝒆𝒏𝒄𝒆

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Report Customer Needs

Cut through Prioritization

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Kerry Rodden, Google’s ex-lead UX researcher, developed HEART Framework to help

How to use the HEART Framework?

• Set Goals: What do you want to happen?

Click here for Solution

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GOALS SIGNALS METRICS

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The Customer Funnel?

about 20% CONNECT

The New Marketing and Sales Funnel

In the past Now

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ACQUISITION - People visit your website

ACTIVATION - They have a great first time experience

RETENTION - Users come back

REFERRAL - Users invite others

REVENUE - Users buy your product

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