RAFFIAPALM

Resources for product teams from industry experts

books

  • When Netflix analyzed customer sessions, they realized that 87 percent of all mobile sessions lasted less than ten minutes. The only problem was, Netflix didn’t have any content shorter than ten minutes long. As a result, the brand announced in 2014 its intentions to create 2–5 minute clips designed for mobile users. This same technique can help you target consumers’ desire for Microconsumption as well, by giving them value in short, digestible bursts.

    — Non-Obvious: How to Think Different, Curate Ideas & Predict The Future by Rohit Bhargava

    Source: Amazon Kindle
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  • A great company doesn’t just thrive because it’s profitable; it’s profitable because it helps people to thrive. Great companies leave the world better than they found it—which is why those of us responsible for creating and building businesses must be as clear about the way we get to our destination as we are about what that destination is.

    — Story Driven: You don’t need to compete when you know who you are by Bernadette Jiwa

    Source: Amazon Kindle
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  • The Entertainer: Sometimes product-makers just want to have fun. If creators of a potentially addictive technology make something that they use but can’t in good conscience claim improves users’ lives, they’re making entertainment. Entertainment is an art and is important for its own sake. Art provides joy, helps us see the world differently, and connects us with the human condition.

    — Hooked: How to Build Habit-Forming Products by Nir Eyal

    Source: Amazon Kindle
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  • The Facilitator: When you create something that you would use and that you believe makes the user’s life better, you are facilitating a healthy habit. It is important to note that only you can decide if you would actually use the product or service, and what “materially improving the life of the user” really means in light of what you are creating.

    — Hooked: How to Build Habit-Forming Products by Nir Eyal

    Source: Amazon Kindle
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  • Winning over one or two customers in each of five or ten different segments—the consequence of taking a sales-driven approach—will create no word-of-mouth effect. Your customers may try to start a conversation about you, but there will be no one there to reinforce it. By contrast, winning four or five customers in one segment will create the desired effect.

    Thus, the segment-targeting company can expect word-of-mouth leverage early in its crossing-the-chasm marketing effort, whereas the sales-driven company will get it much later, if at all. This lack of word of mouth, in turn, makes selling the product that much harder, thereby adding to the cost and unpredictability of sales.

    — Crossing the Chasm, 3rd Edition: Marketing and Selling Disruptive Products to Mainstream Customers by Geoffrey A. Moore

    Source: Amazon Kindle
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