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  • Writer's pictureHarshal

Supplementary Resources For Solving Customer Problems From Product Camp Dublin 2024

Updated: Jun 25

Slides, How-to Videos, And How-to articles

I gave a talk at Product Camp Dublin in June 2024. Several attendees engaged with me about the presentation. I loved having these follow-up discussions with experts from different fields. I promised more details in a write-up, so here it is.

You need 2 minutes to read this post.

Slidedeck cover image. Stumbling while solving customer problems.
Slidedeck cover image. Stumbling while solving customer problems.

Related:

Slide Deck PDF

You can download a PDF of the slide deck here.

Harshal presenting at Product Camp 2024.
Harshal presenting at Product Camp 2024.

Presentation Recording


Writing Things Down: In-Depth Guidance

You can find an in-depth guide on the different frameworks we discussed here:

Requesting Feedback On The Talk

You can leave feedback on the talk here. The form will be up only till 20th June 2023.

Feedback form for talk and subscribe to newsletter subscription prompt on website.
Feedback form for talk and subscribe to newsletter subscription prompt on website.

FAQs From The Talk

Here are the audience questions and my thoughts. Photo by Bob Tait.

Sample audience from a product camp dublin 2024 session.
Sample audience from a product camp dublin 2024 session.

Q1 - How do you evaluate the opportunity cost of having your teams spend time solving this problem when they could be building something else?

I evaluated the opportunity cost and decided not to initiate large, independent initiatives. Instead, I chose to solve problems that:

  • Require minimal engineering effort and can be addressed with more technical writers, process changes, or marketing efforts.

  • Can be resolved by expanding the scope of existing projects rather than starting new ones

Q2 - A popular product might have a lot of tickets. How do you know whether 1000 tickets a month is good or bad?

One thousand tickets a month isn't meaningful without context. So, instead of absolute number of tickets, I analyzed normalized tickets per active customer. I also combined this with NPS responses to determine that this is a significant pain point for customers and GTM teams.

Q3 - Can you prioritize looking at the segment of the customers you want to focus on or the revenue you're getting from them?

Yes, we should prioritize issues for specific customer segments. I did not have this data in my case study. I collaborated with Sales Operations, Support Operations, and other teams to link segment and revenue information to customer support requests. However, the data was not clean. So, we revised the ticket submission process to improve data quality for future prioritization.

Q4 - Can you look at the confidence of achieving success from a solution to prioritize?

Yes, this is the RICE framework. I did not apply it in this experience.

Q5 - Do you think you looked at the wrong KPIs? Or maybe if you had the right KPIs in place, you would have made different decisions and skipped this project?

My primary KPI was the number of support tickets per month, but it was a lagging indicator. I could have set a benchmark to halt the project if certain metrics didn’t improve after a set period to overcome sunk-cost fallacy. Instead, I focused on leading indicators and worked on non-engineering solutions to help customers discover features.

Q6 - You said building features doesn't solve customer problems, but you discussed building features. Why so?

In my case study, I highlighted two features my team built. However, these did not improve the metrics. Instead, I executed dozens of process and marketing tasks to improve customer discovery of features and information.


Harshal presenting in a class
Harshal presenting in a class

Debrief Of Presenting At Product Camp Dublin

In another post, I will debrief my experience of preparing, performance, and the process post-talk. See here: Product Camp Dublin 2024 Preparation, Performance, and Post-Action.


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