Today, most (if not all) vendors in the software, hardware and telecoms world are still working through the impact on their products and revenues that the shift to "cloud" is going to have in the short, medium and longer term. This is certainly the case with the big vendors that are used to shifting "tin" and software licenses.
This shift has to change the way that everybody that involved in product development looks at how they build their product offering. The big difference is that the customer journey now becomes really important, simply because the customer service experience will be potentially that single element that enables you to differentiate your offer from the competitions.
I would guess that looking at what different types of customers require, will certainly mean that no longer does one defined approach suffice any longer. For example, if one customer in the reseller channel is using a product to build a new "service proposition" they will have a radically different set of expectations and requirements from the typical enterprise organisation - they have a different problem to solve.
More often than not, product management looks at the customer jouney from a viewpoint that is internally focused. What does our own organisation need to do in order to deliver a great customer experience? I wonder if it is worthwhile changing the perspective and looking at the customer jouney from the customers viewpoint? Then on that basis, defining what the product requirements would be.
Fundamentally the different stages in the journey are the same, but there are subtle differences. It could look something like this:
This shift has to change the way that everybody that involved in product development looks at how they build their product offering. The big difference is that the customer journey now becomes really important, simply because the customer service experience will be potentially that single element that enables you to differentiate your offer from the competitions.
I would guess that looking at what different types of customers require, will certainly mean that no longer does one defined approach suffice any longer. For example, if one customer in the reseller channel is using a product to build a new "service proposition" they will have a radically different set of expectations and requirements from the typical enterprise organisation - they have a different problem to solve.
More often than not, product management looks at the customer jouney from a viewpoint that is internally focused. What does our own organisation need to do in order to deliver a great customer experience? I wonder if it is worthwhile changing the perspective and looking at the customer jouney from the customers viewpoint? Then on that basis, defining what the product requirements would be.
Fundamentally the different stages in the journey are the same, but there are subtle differences. It could look something like this:
- Discover
- Evaluate
- Acquire
- Implement
- Use
- Manage
- Feedback
- Exit
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