Editor’s note: This post originally appeared on the Pendo blog.
この記事を読んでいる方は、おそらく「データ主導の意思決定」という考え方に馴染みがあると思います。あなたがもしプロダクトマネージャーなら、日々これについて思案を巡らしていることでしょう。しかし、データを収集して分析することはできても、プロダクト開発ライフサイクルの全フェーズを通してデータを最大限に活用するとなると、なかなか難しいのが現状ではないでしょうか。
プロダクトマネージャーの手元は膨大なデータで溢れかえっています。このようなデータの海から拾い集めたインサイトは、最高の顧客体験を創出するうえで極めて重要なものとなります。もし皆さんが1日の大半の時間をデータの収集とそのデータを活用したプロダクトの改善に費やしているとしたら、その情報の価値を最大限に活かせているかどうかを確認することに大きな意味があります。
To help, we interviewed several industry experts for our latest e-book to find out some of the often-overlooked ways product managers should be leveraging their data. Here’s what they had to say:
1. 顧客チャーン（解約）の分析を行う
It’s vital to understand why your most loyal users are renewing, but the most valuable insight often comes from the customers that choose to leave your product behind. By monitoring data around customer churn, product managers can better analyze user behavior and identify trends among users who abandon the product.
Tray.ioのプロダクト責任者であるBella Renney氏は、このポイントを次のように説明しています。「私がより関心抱くのは、当社のツールを選択して実際に使用したうえで、結果的にそこに価値がないと判断した顧客です。なぜ解約に至ったのか？この情報こそが、プロダクトマネージャーが優先順位を決定するために得られる最も重要なデータであると考えます。」
もちろん、顧客チャーンに対処する必要が全くないことに越したことはありませんが、その損失を無為にしてはなりません。同じ間違いを繰り返して貴重なリソースを無駄にしないためにも、顧客が離れていった理由について時間を割いて理解するようにしましょう。
2. 小規模な実験を優先する
Gone are the days of blindly releasing a product into the world and hoping for the best. Today, products are constantly subject to change based on user feedback and reactions; after all, your product means nothing if people don’t continue to use it.
Even for well-established products, testing and experimenting throughout the product lifespan is essential. Manosai Eerabathini, product manager at Google, recommends making continuous, small tweaks to the user experience, which he believes can actually have the largest impact on your product as a whole. He mentioned Netflix as an example of an effective experimentation strategy: “They talk a lot about their data-driven mentality around homepage optimization, and these large products with really wide user bases where even small product changes lead to very significant changes in usage.”
Rather than only focusing on high-level product changes (which are still important), use your data to identify opportunities for minor updates. By analyzing data on your customers’ initial reactions to and interactions with these developments, you can uncover important insights that will help you build features that users find value in.
3. ユーザーについて可能な限り詳しく知る
顧客との良好な（そして永続的な）関係を確保する1つの方法は、顧客のプロダクト体験を可能な限りパーソナライズすることです。しかし、プライバシーに対する懸念が高まるにつれ、プロダクトを個々のニーズに合わせてカスタマイズするうえで役立つ情報の共有をユーザーが回避する傾向はますます強くなっています。
Travis Turney, senior data strategist at Rapid7, cites onboarding as the most crucial time to collect data about your customers. In his experience, people are more likely to feel comfortable providing information about themselves when they first start using your product as opposed to later on.
For example, be sure to identify each user’s role in the company and their needs within your product (e.g. using an in-app survey) so you can introduce the features that will be most valuable to them. You can also sync information stored in your CRM with your product analytics system to better understand the user’s industry or their account’s renewal date. Capturing this information during onboarding enables you to provide a more personalized product experience from day one.
4. 定性的データと定量的データを統合する
When you’re dealing with a constant influx of quantitative information, it’s easy to lose sight of the bigger picture. Behind all of those numbers are real people with valuable insights about your product that you can’t always find in a single data point. That’s why striking the right balance between quantitative and qualitative data is so crucial. Greg Bayer, SVP of product at Nielsen, emphasizes, “a good product manager needs to blend both together equally.”
Your understanding of customers’ experience with your product is not complete until you combine observations from customer feedback and open-ended surveys with the quantitative data you’ve collected. Viraj Phanse, senior product manager at Amazon Web Services, even recommends PMs take calls with customers to hear about their problems and concerns firsthand. With more exposure to the user experience comes more empathy for what they are going through and what they need from your product.
