The Product Lives in the Minds of Users
Ever wondered why some products, despite their impressive functionalities, fail to capture the hearts and minds of users? Well, the answer is deceptively simple: the product lives in the mind of the user.
Not the engineer, not the product manager, and most certainly not the UX designer. This seemingly simple concept forms the bedrock of understanding product adoption and success. Let’s delve into this notion, exploring the key criteria that influence whether a product will thrive or falter in the marketplace.
Bridge a significant enough rift, and not a small crack
The first criterion is straightforward yet profound: the product must offer a discernible advantage over the competition. It’s not enough for a product to be marginally better; the difference must be significant and meaningful. This ties back to your product’s core value proposition. If the gap your product fills isn’t substantial, users won’t see the need to switch or adopt it. The bigger the problem your product solves, the greater the benefit, and consequently, the higher the likelihood of adoption. It’s akin to bridging a chasm — the wider the gap you close, the more people will want to cross it.
People love simple, because people are lazy
Humans are hardwired to prefer simplicity. Our brains seek to accomplish the most thinking with the least effort. In other words, people are downright lazy, especially when it comes to the abstract.
In the realm of product design, this translates to a preference for straightforward, easy-to-use products. While some individuals might relish the challenge of complexity, the average person on the street wants things to be as uncomplicated as possible. Therefore, a product that is simple to adopt and use stands a far better chance of success. Simplicity, of course, is relative. What’s simple for a tech-savvy engineer might be bewildering to someone less technically inclined. The key is to ensure that your product’s simplicity aligns with the capabilities and expectations of your target audience.
Compatibility is key
Compatibility is another crucial factor. Products are more likely to be adopted when they fit seamlessly into what people already have or do. Consider the ubiquitous swiping motion on smartphones. Many apps incorporate this motion because users are already accustomed to it. Introducing a new app with a different interaction style would create a learning curve, potentially deterring adoption. Compatibility can also be literal — a product that fits with existing systems, tools, or habits is more likely to be embraced. Ensuring your product fits into the existing ecosystem can be the difference between success and failure.
The social effect
Human beings are inherently social creatures. We tend to mimic the behaviors we observe in others. This is why making your product observable can significantly boost its adoption. If people see their peers using and benefiting from a product, they are more likely to consider it for themselves. When you walk down the road, and see your friends sitting in a Grab or Gojek car, you go “Hey, what’s that? Maybe I should use that too.” And before you know it, you’re using a ride app that had marketed itself to you.
This principle holds true even for products that aren’t naturally visible. For instance, the “Intel Inside” stickers on computers make the internal component visible to consumers, influencing their future purchasing decisions. That’s why everyone knows that their computers are powered by Intel, and everyone probably wants a computer powered by Intel! Making your product as observable as possible, whether through physical visibility or social proof, can drive adoption rates. And this is a core responsibility of the product manager.
Seek to mitigate all perceived risks, because perception is reality
Risk aversion is a natural human trait. People are often hesitant to try new products, especially if they perceive a high risk of failure or disappointment. Interestingly, it’s not the actual risk that matters but the perceived risk. This was evident in the case of Hyundai, which had to offer extensive warranties to mitigate the perceived risk associated with their cars, despite their actual reliability. As a product manager, it’s crucial to understand how your customers perceive the risk of your product and take steps to mitigate those perceptions. This might involve guarantees, trials, or robust customer support to reassure potential users.
One way to reduce risk is to have products that can be adopted incrementally — such products are more likely to succeed. Allowing users to sample a product before fully committing is an extremely effective way to derisk from the user perspective. The freemium model is a perfect example of this. By offering a basic version of the product for free, companies like Dropbox allow users to experience the benefits without any initial financial commitment. Once users see the value, they are more likely to pay for the full version. This gradual approach lowers the barrier to entry and encourages adoption.
The overarching theme here is that products exist in the minds of users. No matter how well-designed or functional a product is, its success depends on how users perceive it. This means that as a product manager, your job isn’t just to create a great product but also to shape and manage user perceptions. You need to be constantly attuned to what your users think and feel about your product. This involves not just traditional market research but also actively engaging with users, gathering feedback, and making adjustments based on their perceptions.
Shaping user perceptions involves crafting the narrative around your product. This narrative should highlight the discernible advantages, emphasize simplicity, showcase compatibility, make the product observable, mitigate perceived risks, and offer ways to incrementally adopt the product. It’s about creating a reality in the user’s mind where your product is not just an option but the obvious choice.
