DEPARTMENT OF PRODUCT

Models for
Product Development
The Hook Model
 The Hook

Trigger Action Triggers are useless

without actions. Actions
Triggers can be external
need to be simple e.g.
e.g. a notification or
sign in with Facebook or
internal (I feel the urge to
share on Twitter. Less
post a photo of this meal
friction = more action.
on Instagram)

Like dogs, we love

The more invested in your rewards. We love variable
product your users are, the rewards most.
more ‘hooked’ they become. Unpredictable rewards
Investment = uploading like your Instagram
photos, creating things on stream are highly
your product. addictive.

Variable
Investment Reward

http://www.hookmodel.com/
 The Hook Model
What is it?

Devised by Nir Eyal, The Hook Model provides you with tactics to get your users hooked onto your product. The model has 4
parts:

1. Trigger -
a. External trigger - a trigger such as an advertisement or app notification
b. Internal trigger - a deep desire, through conditioning e.g. to take a photo of your meal and upload it to Instagram
2. Action - the trigger is useless without action. An action needs to be simple - e.g. signing in via Facebook or sharing via
Twitter
3. Variable reward - a reward that is unpredictable and changes every time. Your Instagram or Facebook feed is addictive
because it’s variable. Like gambling on a slot machine.
4. Investment - the more invested your users are in your product, the more hooked they’ll become. Investing time and energy
into Facebook makes you more likely to return to it.

When should I use it?

● When developing new features and user stories

● When putting together your product roadmap / strategy
● With your UX / design teams when wireframing
The Kano Model
 Your customers didn’t even know
Satisfied
Delighters they wanted this since it’s beyond
their expectations for a product like
yours
1

Meets the needs of your

customers. Not absolutely
4 Satisfiers necessary for your product
to function but are desires.

Poor execution
(doesn’t meet 3 Excellent execution
expectations) 2 (meets expectations)

Basic expectations

Basic expectations from

your users. Does your
product perform the
function it is meant to?

Dissatisfied
 The Kano Model
What is it?

The kano model is used to plot product features vs. customer expectations. Items can be categorised as one of 3 categories:

1. Basic expectations - does your product meet your customers’ basic expectations? If there are gaping holes in your product
which mean it is not meeting the basic needs of your customers then these should take priority.
2. Satisiers - meets the ‘wants’ of your customer. Whilst basic expectations are a must, the satisfiers go a little further in
meeting a desire of your customer.
3. Delighters - items which genuinely go above and beyond standard customer expectations to delight your customers.
Your customers didn’t even know they wanted this since it’s beyond their expectations for a product like yours.

When should I use it?

● When assessing new product feature ideas

● During your product roadmap sessions
● During product council or meetings with stakeholders
The Product Strategy Canvas
 The Product Strategy Canvas
What is it?

The Product Strategy Canvas neatly visualises the strategic differences between your product and others. This helps to
demonstrate on which specific factors your product is different from the competition.

To create your canvas, firstly list all the factors on which your product competes. Then create a new value curve by distorting
your factors

1. Reduce – which factors can be reduced well below the industry’s standard?
2. Eliminate – which factors that the industry takes for granted should be eliminated completely?
3. Create – what new factors can be created that the industry has never offered?
4. Raise – which factors should be raised well above the industry’s standard?

Example of factors

When should I use it?

● When developing your overall product strategy - particularly useful with senior execs - for driving the vision
The Business Model Canvas
Get your
Downloadable
version here

Strategyzer.com
 The Business Model Canvas

What is it?

Devised by Strategyzer, the Business Model Canvas helps companies clearly articulate their business model. The canvas is split
into several distinct sections which help to see your proposition in 1 page.

When should I use it?

● When starting a startup

● Before you test MVPs
● When building a new product in a larger organisation to clearly describe the target audience / value proposition
The Impact vs. Effort Matrix
Where impact is defined by you
e.g. alignment with strategy, Impact
alignment with our core value
proposition Item 1

Item 5 Item 4

Effort

The cross section is

Where effort could be Item 2 Item 3 often where the debate
measured in weeks is to be had. The outer
of development extremes are either
must do or must not do.
 Impact vs. Effort

What is it?

● A matrix to assess the relative impact of one product feature / idea over another
● The impact can be defined by you and your team. Impact for your team may be: alignment with your strategy,
alignment with your OKRs or alignment with your value proposition

When should I use it?

● When putting together your roadmap / sprints

● Speaking to senior execs /stakeholders to articulate why 1 feature should be prioritised over another
● Assessing product ideas
The Value Proposition Canvas
 Describe the benefits your
Describe how your product customer expects, desires or
creates customer gains. would be surprised by. This
includes functional utility,
social gains, positive
emotions, cost savings. Describe the jobs your
customers expect to get
done using your product.

Gains

List all the products and

services your value
proposition is built around. Pains

Describe the negative

emotions that your customer
experiences before, during
Describe how your product and after getting the job
alleviates customer pains. done. https://strategyzer.com
 The Value Proposition Canvas

What is it?

Devised by Strategyzer, the team behind the Business Model Canvas, the Value Proposition Canvas focuses exclusively on the
value proposition of your business / product. Using customer jobs, pains and gains as the 3 core building blocks of value, map
your current and future product to these 3 areas to assess how well your product meets your customers’ needs.

When should I use it?

● When building MVPs of early stages products (startups and products within larger corporates)
● When developing your product roadmap and strategy
The Eisenhower Box
 Urgent Not urgent

DO DECIDE

Important
Do it now Schedule a time to do it

DELEGATE DELETE
Not important

Can someone do it for you? Get rid

 The Eisenhower Box
‘What is important is seldom urgent and what is urgent is seldom important.’

What is it?

Inspired by Eisenhower’s quote, the box is a model to prioritise your things to do by categorising them into 4 categories:

1. Urgent and important - do it now

2. Urgent and not important - can someone else do it for you?
3. Not urgent but important - this still needs to be done, but not now, so pencil in some time later to do it
4. Not and not important - this isn’t important or urgent, so don’t do it

When should I use it?

● When your things to do list gets out of hand

● When you have multiple things you could do but you’re not sure
● If you have a team of PMs and you need to delegate some tasks to get a project completed