1.
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How to Master Product Management
Case Studies by fmr Groupon PM

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Shilpa Mohanty
TONIGHT’S SPEAKER

11.
PRODUCT
APPROACH
Our approach to product
management is described
as elastic and vision-drive.
Our modular and flexible
product teams are
designed around
outcomes, not features.

12.
PRODUCT BEST
PRACTICES
Three simple
pillars: process,
context, and
listening.
Process: Having a clear framework for making company decisions,
as we’ve seen, is key. Transparently discussing the results of
that process is, too.
Context: A clear vision isn’t enough, though. You need to make sure
everyone on the team sees that vision too. Don’t be afraid to
repeat yourself. In fact, be sure to repeat yourself. You have to
communicate it all the time. And as new people join the team,
tell them the history of how things evolved. That context is
usually really helpful.
Listening: As a product leader, be aware that your communication
responsibilities go both ways; just as you repeatedly share the
company’s vision with your team, you also contributes his
team's’ feedback to leadership’s ongoing vision making. You’re
not going to be able to make the best decisions without actually
talking to individual people and making sure that you’re
addressing their concerns.

13.
PM Interview is
hard
Product management
interviews contain a whole
gamut of questions—some
questions involve grilling
you on your analytical skills
while others assess your
product intuition.
Estimations Estimate how much Gmail
costs for Google per user,
per year
Product Design What is the best decision
tree for Facebook or
LinkedIn’s “People You May
Know” feature?
Metrics There is a 8% drop in
Snapchat’s traffic. The CEO
walks into your office, he
asks you what the reasons
might be.
Go-to-market Strategy How would you start Prime
Now Operations in a city with
no precedent?
Technical Describe how internet works.
Design a simple load
balancer for twitter.com

14.
PIONEERS
These are people who are
excited by building
prototypes, who are
pumped about the
riskiness of the endeavor
and when creating
something brand new in
the world.
❏ What is your process for uncovering
user needs?
❏ How do you know if you’ve achieved
product market fit?
❏ Tell me a time when you did
something non-scalable to
jumpstart a product.
❏ I’m thinking about building “X” —
what do you do to get it built in 10
days?

15.
SETTLERS
To scale, you need settlers.
These product managers
are much more focused on
impact. They really care
about reaching a lot of
people. That’s a slightly
different makeup; they’re
obsessed with growth,
they’re obsessed with
optimizing.
❏ How would you break down our
conversion funnel?
❏ How do you like to set up an A/B
test?
❏ We have a feature “X” — what is the
use case for the feature and how
would you measure it?
❏ Tell me about a time you influenced
user behavior through product?

16.
TOWN PLANNERS
These are your platform
managers, who take over when
it’s time to build the infrastructure
and systems necessary to handle
scale and accommodate your
product’s use cases, current and
future.
Town planners must be able to
synthesize large amounts of
disparate information to build
technology that will service
existing and unanticipated use
cases
❏ What metric would you measure to
determine success for a platform
product?
❏ Tell me about a time when you built
a system that supported a variety of
use cases.
❏ How do you balance building toward
known cases versus unknown future
use cases?
❏ How do you know if the platform is
too rigid or too flexible?

17.
Frameworks

18.
Product KATA
Toyota Kata is a Continuous
Improvement framework that creates
the habit of improving by focusing on
learning. It’s teaches you how to
analyze problems and then create
small experiments to solve them. This
is the secret sauce that made Toyota
great. Every team member was
responsible for improving the
company’s processes. With thousands
of people flexing their problem solving
muscles daily, they were able to reduce
waste while delivering the highest
quality.

19.
AARRR
Acquisition
Customers coming to finding and
coming to the product.
Activation
Customers experiencing the core
value of the product.
Retention
Customers coming back to use the
product again.
Referral
Customers sharing the product with
others.
Revenue
Monetizing customers.

20.
HIPE
Hypothesis
Start with a hypothesis about what you think will happen and why. A good hypothesis
should include the size of the opportunity as measured by the number of customers
that will be impacted. Jeff believes that most hypotheses are focused on increasing
intent or decreasing friction.
Investment
Consider how much time it will take to invest in the project. This includes not only the
time to build it but also any ongoing maintenance costs. The returns you expect to
generate from your hypothesis will be weighed against the investment cost to deliver
it.
Precedent
Take into account past experiments run by your team or other companies in your
industry. If you are starting from zero you will have to rely mostly on industry
examples, but over time you can learn from your past results.
Experience
Consider if the proposed change results in a good user experience. Optimizing for a
particularly metric can lead to extreme behavior and in some cases poor experiences.
Jeff advises using quality metrics, such as long-term retention or value generating
actions to try to objectively measure the quality of experience.

21.
JOBS TO BE DONE
Popularized by Clay Christensen in his book, The
Innovator’s Dilemma, in which he discusses his
theory of disruptive innovation. Jobs To Be Done,
or JTBD, refers to the progress an individual is
hoping to make in their life. A “job” is what the
person is really seeking to accomplish in a given
situation.
‘
The idea is that people hire products or services to
fulfill a certain job in their lives. It is the product and
marketing manager’s job then, to understand what
that job is for the customer and how they can
position their offering to meet that need.

22.
GAME THINKING Validate your product ideas like a game designer
Game Thinking speeds up product validation and customer
discovery by showing you how to:
● partner with the right early customers and leverage
their investment to tune your systems
● plan your product lifecycle around a mastery path –
and zero-in on the right parts to test first
● building a stripped down, high-learning MVP that
drives engagement from the ground up
The process is startlingly fast, remarkably targeted, and
lets you know with confidence if you’re on the right track.

23.
FOUR FITS GROWTH
FRAMEWORK ● Category. What category of products does the
customer put you in?
● Who. Who is the target audience within the
category? There are always multiple personas
within a single category, so this breaks it down
further.
● Problems. What problems does your target
audience have related to the category?
● Motivations. What are the motivations behind
those problems? Why are those problems
important to your target audience?

24.
THREE QUESTION
FRAMEWORK
These questions help frame the
problem statement, validate the
problem is worth solving
through qualitative and
quantitative evidence, and
provide measurable goals and
metrics to evaluate the
outcome.
1. What people problem are we
trying to solve?
2. How do we know this is a real
problem?
3. How will we know if this
problem is solved?

25.
Pricing UberX
● Consider customer value,
competitive pricing and
COGS
● Pricing Survey - To gauge
appropriate pricing
● Estimate Potential Revenue
for the newly priced service.
❖ Don’t forget to consider
substitutes, such as
walking or riding the
subway, as competition
too.
Variables to Consider
● Supplier Costs - The main supplier is the Uber
Driver. We need to consider the driver’s
opportunity cost.
● Customer’s willingness to pay.
● Uber’s Business Model - Make Assumptions for
the commision rate.
● Bonus Rates and Surcharges.
Assumptions
Gas = $3 per gallon, a fuel efficient car has about 30
miles per gallon, so fuel costs for each mile is $0.10,
let’s say $1.50 per mile
Avg Trip = 10 miles, 30 mins per trip, 1.5 trips per hour
Minimum Ride Cost to give out a fair advantage to all
our riders.

26.
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