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Why delivery is crucial for ecommerce, and what to test

Farfetch, a luxury platform, delivers products seamlessly while StockX, an e-commerce site specializing in authentic footwear, differs in messaging and delivery. As a customer, when you want something, you want it now, and this intensely desired experience makes communication between businesses about delivery times compulsory.
The value strip is essential for e-commerce businesses to message their delivery promise and to explain their offer, reinforcing this message on every page of their site. It gives them an opportunity to explain their free delivery proposition. Consumers are interested in how click and collect and free delivery threshold work.
While for omnichannel retailers, click and collect is an interesting opportunity, understanding customers' attitudes toward delivery methods, costs, and click and collect will enable a business to message them, reflecting their feelings about it. From a business perspective, click and collect can pass on the lack of cost to the customer or business.
Site delivery information is a testing opportunity, and businesses must test their messaging, education, delivery options, and the prominent show of delivery details. Customers always want the free delivery threshold to be lower, forcing businesses to change their cart threshold details and checkup process.
The idea is to let everyone have the same delivery price when they checkout. The delivery process needs to deliberate on returns, and the messaging must strike the right balance between being too upfront and too obvious to prevent customers from having doubts about returning products.
According to a case study, decreasing free delivery thresholds increased profits for a business rather than assuming people will buy more when the free threshold is high. In the cart, the strip informs customers when they have achieved free delivery, and the messaging can be conveyed throughout the customer journey to motivate them to complete the purchase.

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Medium

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Everyone wins when product managers work in the open

Working in the open means making small and deliberate efforts each day to radiate your intent.
Creating space for team members to verbally process and share what they've learned fosters collaboration and insight.
Asking directly and publicly for help demonstrates vulnerability and strengthens working relationships.
It is important to continuously seek feedback and add new ideas to foster growth and improvement.

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Logrocket

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DevOps vs. agile for product managers

Product managers often rely on either DevOps or agile methodologies to streamline processes and improve collaboration in product development.
Agile is a flexible, iterative approach to software development that delivers small, functional pieces of a product and adjusts based on feedback.
DevOps focuses on automating and streamlining the delivery and operations process, bridging the gap between development and operations to ensure smooth deployment and reliable software updates.
Agile is best suited for rapidly evolving projects with lots of customer feedback while DevOps is ideal for delivering stable, scalable software through continuous delivery and automated processes.
Agile is great for flexibility while DevOps is all about speed and reliability.
Agile and DevOps can complement each other, so teams can use agile for development sprints and DevOps to handle the deployment and operations side.
Spotify uses Agile to continually iterate and improve its platform based on user feedback while Netflix is a prime example of DevOps in action.
In product development, knowing when to apply each methodology can significantly impact your team’s performance and product success.
Agile is optimal in the early stages of product development when requirements are evolving, DevOps is optimal when rapid, reliable updates with minimal downtime are needed.
By understanding these methodologies and knowing when to apply each, you can improve the speed and the quality of software delivery, ultimately leading to better product outcomes.

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Medium

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Product Design & Development Services

Effective product design and development are critical for business success in the digital landscape.
Benefits include enhanced user experience, increased conversion rates, improved brand credibility, and competitive advantage.
Comprehensive services include research and analysis, wireframing and prototyping, visual design and branding, interaction design, and usability testing.
Best practices for success include a user-centered design approach, agile methodology, continuous testing and feedback, collaboration and communication, and staying current with industry trends.

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Medium

Starting product management was and is a leap of faith.

Starting product management was and is a leap of faith.
The job market is competitive and depressing, causing anxiety and rejections.
The author shares their journey from project management to product management.
Despite facing challenges, the author remains motivated and optimistic about the future.

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Lenny's Newsletter

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Product manager is an unfair role. So work unfairly.

Product management is an unfair role, but with the right productivity tactics, PMs can thrive even in today’s flatter tech industry.
To work more efficiently, try getting out of tasks before they reach your to-do list by completing action items live during meetings.
Use Loom or Slack video clips to communicate high-bandwidth concepts, such as decisions, collaborations, and communication.
To create boundaries with Slack and avoid digital Whac-A-Mole, implement Slack rituals, and norms.
Create a self-reliant team by empowering team members to develop their expertise and encourage them to think like PMs.
Product scrapbooking can be highly beneficial in saving customer insights and ideas way in advance for future projects.
AI tools and productivity systems can help PMs achieve tremendous leverage and impact beyond what many traditionally believe ICs can accomplish.
PMs who build their own systems, methodologies, and tools that work for them, not the other way around, will lead successful teams and companies.
Great PMs will work "unfairly" today to drive successful outcomes and ensure their well-being where fairness is unlikely.
To get more done with fewer resources and manage multiple teams while staying hands-on, PMs should start working on building a "system" that works for them.

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Medium

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Why you should embrace the ‘outcomes over outputs’ mindset

Embracing the 'outcomes over outputs' mindset is crucial for doing valuable and impactful work.
To have our work valued, we need to articulate how it supports the desired impact.
Focusing on user value unlocks business value and ultimately leads to impact.
The space between outputs and impact requires time, skill, and iteration.

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Medium

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Commercializing AI: Bridging the Market Readiness Gap

The potential impact was enormous — delays in major infrastructure projects cost millions, and early prediction saves time and money.
The infrastructure sector appeared perfect for AI disruption. Eight out of ten executives expressed strong interest in AI adoption. Yet only a minority were ready for implementation.
Readiness is multi-dimensional. It’s not enough to have executive buy-in or technical capability. Success requires alignment across user readiness (time and ability to engage), organizational readiness (processes and data practices), and industry readiness (standardization and digital maturity).
Success in AI commercialization often comes from starting simple and narrow. Create immediate value, then build toward sophistication.
In AI commercialization, you must sequence carefully: deliver value first, then gradually increase the ask for user investment.
The AI we used was relatively simple — mainly focused on listing localization and management.
Understanding user readiness, organizational readiness, and industry readiness determines your optimal approach.
Success in AI commercialization requires understanding not just what’s technically possible, but how readiness and time-to-value intersect to create windows of opportunity.
Success requires both sophisticated technology and the wisdom to know when and how to deploy it.
My expertise lies in navigating complex global product ecosystems while leveraging AI to simplify user experiences and drive explosive growth.

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Hackernoon

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Achieving Product-Market Fit: How the Startups Did It

Product managers are entrepreneurs who launch startups by pitching their business plans to internal stakeholders, building teams and launching products to customers using lean startup methodology.
The lean startup approach involves evaluating the problem customers have with a prototype and iterating with measured data from the feedback loop, using minimum resources.
To achieve the right product-market fit and create a rock-solid product strategy, you have to define, validate and iterate the problem definition by understanding the problem space, a sense of urgency, existing solutions in the market that have attempted to solve the problem, and its context.
In the problem definition, it is essential to identify the core audience who will be using your product and being honest about sizing the market.
The core value proposition is a single statement articulating what value you promise to the customer, and it is essential to continuously evaluate and test it before building your MVP.
Product quality, technology, user experience, price, go-to-market model and customer-service are just a handful of factors that you can think of and choose to base your differentiation upon.
Defining metrics to measure the product's success needs to be done as early as possible to evaluate progress objectively.
Uber is an excellent example where there was instant product-market fit because they used GPS-enabled mobile apps to match drivers with riders, providing a reliable, real-time way to find and book a ride.
A successful product identifies and tests the product-market fit hypothesis from the get-go and throughout the process of building the MVP, which differentiates success stories from the failures.
As Albert Einstein said, 'If I were given one hour to save the planet, I would spend 59 minutes defining the problem and one minute resolving it'.

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Medium

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Customer As Competitive Advantage

Focusing on customer experience and satisfaction creates a lasting competitive advantage as loyal customers keep coming back and spread positive word-of-mouth.
Acquiring a new customer can cost five times more than retaining an existing one, making customer loyalty a powerful asset.
Positive word-of-mouth is incredibly powerful because people tend to trust recommendations from others over traditional advertisements.
A customer-centric approach places the needs, preferences, and expectations of the customer at the center of every decision and strategy, leading to higher customer satisfaction rates and improved customer loyalty.
Data analytics makes it possible to personalize products, services, and communications based on individual customer preferences.
Actively listening to customer feedback and using it to drive continuous improvement creates a culture of improvement that benefits both the customer and the business.
Empathy and problem-solving skills are critical for customer service, which is often the first point of contact between the customer and the company.
Loyalty programs that offer unique value beyond just discounts can build emotional connections that make customers feel valued and appreciated beyond a monetary transaction.
Tracking metrics such as NPS, CSAT, and retention rates can measure the effectiveness of customer-focused efforts.
A strong commitment to customer satisfaction is more than a strategy; it’s a path to long-term success and sustainability in any industry.

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Medium

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PRODUCTHEAD: Who’s in charge? You or the process?

Process is not inherently a bad thing. But even if it was originally fit for purpose, when things change we need to adapt the process.
Without a process, we risk falling into the same traps each time because we’re failing to learn from our mistakes.
Problems arise when ‘following the process’ becomes more valued than ‘delivering something of value’. These two things are not the same.
When ‘following the process’ becomes more valued than delivering something of value, it’s time to inspect, adapt and improve.
A way to increase value in Scrum is to involve the team members in the discovery and strategy work.
By making our activities conform to a process, we feel that we are more in charge of them.
Selena Hadzibabic optimises her teams for better decision-making over consistency of process.
Processes should exist to facilitate value creation and to serve the needs of the people using the process.
John Shook discusses why respect is intrinsic to any attempt to improve a process.
The tension between consistency of process and flexibility of approach highlighted by Jeff Gothelf, John Cutler, Roman Pichler and John Shook.

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Medium

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Feature creep is costing you thousands: Here’s the fix

Feature creep or feature bloat is the gradual expansion of product scope through the continuous addition of new features, each seemingly essential but collectively dangerous.
Feature creep results in extended timelines, inflated budgets, delayed market entry, increased technical debt, confused users, team burnout, and missed market opportunities.
Feature creep emerges from seemingly rational decisions such as trying to match competitors' features, pressure to say yes to customer requests, 'executive decision-maker syndrome', and natural tendencies from the product team itself to innovate.
Feature creep often stems from unclear product vision and trying to navigate without a compass. Market understanding gaps also compound this issue.
Saying no to feature creep is a skill that can be done professionally by explaining the data behind the decision and providing alternatives.
To address feature bloat, start with a feature inventory, map out everything the product does and gather three critical data points for each feature.
Pragmatic prioritization can be done through impact vs. effort, cost vs. value, and strategic fit analysis.
Removing or simplifying features progress can be done by starting with unused and overcomplicated workflows, followed by eliminating duplicate functionality and creating a dependency map.
A phased approach is recommended for implementation with notices to users and offering alternatives.
Successful removal of features is not just in the code deletion but also in the metrics that follow: decreased support tickets, improved performance metrics, and stable or improved user satisfaction scores.

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Medium

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How Product Managers Can Collaborate Effectively with Design Teams

Product managers should have a solid grasp of fundamental design concepts to improve communication with design teams.
Understanding design fundamentals helps product managers speak the same language as designers and share initial concepts visually.
Product managers should avoid micromanaging design specifics and trust the expertise of UX and UI designers.
Successful collaboration between product managers and design teams is based on open communication, mutual respect, and a commitment to shared goals.

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Medium

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Fishes and cars: UX’s study objects

Our mentality can change and adapt thanks to neuroplasticity and synaptogenesis.
Fish, as false observers, do not provide valuable insights for decision-making.
Cars, on the other hand, represent active and suggestive profiles that generate data.
Fish and cars differ in their ability to generate new solutions.

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Medium

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How To Organize Your Schedule Like A Product Manager

Being time poor is nothing new for a product manager.
As a product manager, it is your responsibility to ensure that your schedule maximizes time spent on valuable work.
Prioritize your tasks and set cohesive goals to accomplish what's important as a product manager.
Here are some tips and tricks to plan your days efficiently and deliver excellence consistently.

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