As a product leader, you’re the subject matter expert when it comes to your product. Understanding how your product fits into broader business goals is just as important.
In our chat, Jonas Vang Gregersen and I explore what the top 3 questions are that we think will help you to have a clear vision of what your product is doing, and you need to have answered to be able to set a solid course for the team:

• What problems does our product solve and for whom?
• How are we selling it and how is it packaged?
• What is our most important metric?
  

We’ll discuss those questions as practical recommendations for each of them.

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This time we want to tackle another one of those big problems which is three questions you need to be able to answer as a CEO and CPO team. 

And so we thought the three main questions that you know occur to us are what problems does your product actually solve and for whom? 

Then obviously the second part that follows is how are you selling it, you know how you're packaging it etc. 

And then third actually to get there what's your most important metric, you know how do you iterate and improve in order to achieve your goals? 

So as a product leader your main task is to let's call you the guardians or guardian of problem statements. It is to ensure that your team and the rest of the organization you are part of is focused on what's the problem with the customer, the user, the market that we are intending to solve. 

What's the value they get. Is it a one off. Is it repeat. 

So do you want a one off payment. Do you want subscriptions. How do you do you create this relationship between the value people are getting from you and that they perceive they're getting from you and the price they're going to pay and what they're going to do what format. 

And so I've worked on many different ones. I think it deserves a lot of attention. And I'll give you a couple of examples. 

The subscription I've seen a subscription once a product that was built as a subscription service but actually the value was very much one offs. So you would get something once a year. Let's say like a tax software. 

But they they they structure the subscription so that you would be locked in of course. But then nobody you know it really we did user request user testing and it really slowed people down in their sign up because they thought well I know how this is going to go. I'm going to give a credit card number. 

I'm going to forget to cancel next year and I'm going to be charged twice at least. And so people are a wary about these things already. So the best way for me to approach this was literally to map out the values people are getting map out what they think they're getting and try and figure out the best business model that adapts to that basically. 

And so once you figured out your business model and how you're charging people then you can map this onto the sales funnel onto advertisements onto partnerships onto everything else. And this will impact basically everything you're doing as a communication to the user. And you know it's one of those that seems at first a little bit as if it was something that you can maybe you know try here there and see what happens. 

Yeah. We another thing that's important right is metrics. 

That's our third thing. The consensus that we've reached is that you need fewer metrics but you need very clear metrics that are going to inform how your team is going to chase them basically.

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