You’re a product marketing professional with a major problem to solve. What’s your first step?

Teaming up with cross-functional stakeholders impacted by similar challenges. It helps getting diverse intel to solve for the problem head-on. Together, we're always faster at nailing down the most accurate solution.

1. Define the problem: Clearly articulate what the problem 2. Conduct research: Gather data and insights to understand the root causes of the problem 3. Identify goals: Determine what success looks like in solving this problem 4. Formulate a strategy: Based on the research findings and defined goals, develop a strategic plan to address the problem 5. Collaborate with cross-functional teams 6. Test and iterate: Implement the strategy in a controlled manner 7. Communicate progress: Keep stakeholders informed about the progress of the initiative

The first step is defining the problem yet many would fumble. Take a outside in approach, the problem manifest at the user side, based on adoption, usability and experience. The first step would be to define the user journey and identify at what stage of their journey is the problem. Next is to evaluate the as is situation and then understand the best possible alternative Once you have these information, you should formulate and define the problem This approach is critical to have an insight and data driven approach to defining a user problems

In my experience, do a comprehensive market research to comprehend customer pain points, competitors, and industry trends. Engage in cross-functional collaboration to establish clear objectives, define measurable KPIs, and devise a strategic roadmap. This universal approach ensures informed decision-making and alignment across diverse industries, facilitating effective problem-solving and a sound strategy to begin with.

Wear your Sherlock boots, and meticulously gather clues. Before jumping to conclusions, clearly define the problem your product is facing. Is it low user engagement? Lack of brand awareness? Customer churn? Treat the problem like a cryptic riddle, gathering insights from user feedback, market research, and sales data. Remember, a well-defined problem is half the battle solved. Think of: Tokopedia, the Indonesian e-commerce giant, faced the challenge of user abandonment during the checkout process. By clearly defining this problem, they could focus their efforts on improving the user experience and reducing cart abandonment rates.

Another important consideration when doing the analysis is defining the variables. It's important to understand what variables are affecting the problem, but it's critical that the variables are classified in a couple of dimensions: ??Does the variable affect the problem directly or indirectly? ??Does the variable something the organization can control or is it outside of the organization? ??Has the variable permanently changed or is it volatile and will change again in the future? This information will complement the problem analysis as described in the article.

In analyzing a competitive threat, consider conducting a SWOT analysis to understand your product's strengths, weaknesses, opportunities, and threats. Identify your unique value propositions and compare them to your competitors'. Research market trends and customer preferences to uncover potential areas for improvement or differentiation. Use this analysis to inform your strategy for addressing the competitive threat and positioning your product effectively in the market.

Dig Deeper: Analyze the Problem from All Angles Don't just skim the surface like a tourist snapping Instagram selfies. Analyze the problem in depth. Consider factors like user behavior, market trends, and competitor activity. Imagine yourself as a scientist conducting a series of experiments, testing different hypotheses and gathering data to understand the root cause of the issue. For example: Zilingo, the Singaporean B2B fashion platform, identified declining user engagement. They dug deeper, analyzing user behavior data to understand what features were underutilized and why. This analysis helped them prioritize improvements and re-engage their user base.

Analyze the problem Dive deep into the root causes and contributing factors. Conduct market research, competitor analysis, and customer insights. Use frameworks like the 5 Whys or Fishbone diagrams to structure your analysis. And if all else fails, just blame it on the algorithm! ??

Tackling a big problem in product marketing? First, really get into the details. Start by asking "Why?" five times to understand the root of the issue. Then, think about "How" this problem is affecting your customers and business. You can also use simple tools like a SWOT analysis to see the big picture—what's working, what's not, and where you can go from here. This approach helps you not just find any solution, but the right one, making sure you're on track for success. Breaking down the problem like this makes it easier to tackle, step by step.

The first step is brainstorming all possible solutions. Think wide and explore every idea, from the simplest fix to the most out-of-the-box concept. It’s like creating a big map of “What ifs?” - considering every path you could take. This isn’t about finding the perfect answer right away, but gathering as many options as you can. Later, you can narrow them down to what’s most practical or innovative. This approach opens up new possibilities and often leads to discovering the best way forward that you might not have seen at first. Dive in, think big, and start mapping out your solutions.

Generate possible solutions Brainstorm creative solutions with your cross-functional team. Encourage diverse perspectives and out-of-the-box thinking. Use techniques like mind mapping or design thinking to generate ideas. And remember, sometimes the best solution is the one that makes you say, "Why didn't I think of that before?!" ??

If the root cause is well defined, as well as the variables that contribute to the problem, the quality of the alternatives will be more dependant on the method and team. In my experience, it's important to generate logical solutions as well as "thinking outside the box" solutions. This has led me to not only rethink the "logical" solutions but often it has led to further idea generation. It's also important that you select the right team to define the alternatives. I always organize teams with a combination of subject matter experts with diverse talent that sees things very differently.

When generating solutions for a delayed product launch, consider conducting a root cause analysis to identify the reasons behind the delay. Explore options such as adjusting the timeline, reallocating resources, simplifying features, or improving project management practices. Prioritize solutions that address the root cause and align with your product and business goals. Communicate transparently with stakeholders about the delay and your plan to mitigate its impact.

Engage in creative brainstorming with your team to come up with a diverse set of solutions. Don't judge ideas prematurely; the goal is to explore all possible avenues.

When choosing a solution for a customer complaint, prioritize options that address the root cause of the issue and align with your customer service values. Consider offering a sincere apology, a practical solution to the problem, and a gesture of goodwill, such as a refund or a discount on future purchases. Ensure your response is timely, empathetic, and respectful, and that it reflects your commitment to customer satisfaction.

When faced with multiple alternatives, I normally use a 2 axis matrix to evaluate and rank solutions. One axis is describes the "Benefits" - from revenue, profitability, to brand and reputation. The other axis is the "Costs" - from CAPEX and headcount, to time and external support. All the variables get an individual weight that provides the relative importance to the overall benefit or cost. And then we plot the data. We don't just select the alternative with the best benefit at the lowest cost. But we have an open conversation on the top choices so that we select the option that best aligns with our organization's goal.

While choosing a solution, we need to prioritize the solution based on 2x2 matrix framework, mapping out how much value it gives and how much effort it takes, this gives us an idea on which solution we need to prioritize and how much impact it will deliver to our product.

An important consideration in this stage is to have both leading and lagging indicators included in the goals. The leading indicators will be like the Lighthouse warning of potential future problems. If you just implemented something to solve a problem, you have to know if the solution will work as intended as quickly as possible.

Evaluate the results of the applied resolution to determine the effectiveness of the measures. This involves comparing data from before and after the proposed changes and collecting feedback from the stakeholders involved. And based on the results, make the necessary adjustments and document all learning to improve future processes.

Since product marketing evolves through so many aspects and domain (go to market, content, product launches, competitive analysis, partner management, etc.) you should first put the problem in its right category. Define the problem and assess its root cause to help you navigate to the next step which is the path toward resolving the problem.

A multi-faceted approach is crucial for PMMs who grapple with exploratory problems. - Start by diving deep into the customer journey to uncover hidden pain points, and use data analytics for precise diagnostics. Examples can be a deep dive into Leads and Opportunities through Salesforce & Hubspot Analytics. - Consider insights from competitive analysis and foster cross-functional collaboration to get a well-rounded perspective. - Emphasize iterative testing to refine strategies effectively. Remember, resilience and flexibility are key; view every challenge as an opportunity to learn, adapt, and grow, navigating through obstacles with a solution-oriented mindset.