I’m so excited to talk about the brand new native experience we delivered to our LandmarkShops customers in India. And even so because it sports Google’s latest visual language — Material Design! Read on at our official Medium blog.
We’re thrilled to tell you that we’ve just launched a shiny new app for LandmarkShops India, using Google’s latest visual language - Material Design and I’d love to tell you more about it! Game of phones Earlier this month, IDC confirmed that Android’s dominance of the global smartphone market is expected to grow further, from 81% to 84% in 2016.
As part of the Landmark Group’s Web Team and my Product Management portfolio includes leading digital engagement channels for Shukran – web, mobile, in-store engagement – and mobile apps for LandmarkShops in UAE & India. More on LinkedIn
Its hard to live in the Middle East and not know about Shukran. After all, its the largest retail loyalty program in the Middle East & North Africa, and I’m proud to lead the program’s digital initiatives.
With 15 million members across 10 countries, thinking about scale has become a habit. And here’s how we solved the problem our members forgetting to carry their Shukran card or discount coupons. Read more about the launch at the Web Team’s Official Blog.
[Update 24-Jun-2016] The Shukran app’s very first time at The Loyalty Magazine Awards won us runner-up position in 2 categories: Best User Experience and Best Coupons Programme. Couldn’t be happier!
As a Web Team, we strive to deliver an awesome shopping experience for our customers and the last thing we want is for our members to miss out on a discount, or not be able to spend Shukrans when they’re not carrying their Shukran card.
Earlier this year, I became part of the Landmark Group’s Web Team, based out of Dubai. The team that started off being the digital custodian for group companies, is now leading the eCommerce and Omni-channel initiatives for the largest retail group in the region.
We’ve had our Android & iPad apps for a while now and for the last few months, we’ve been working on a brand new design that we’re rolling out through a brand new app for the iPhone. I had the opportunity to directly work with Savitar, our Business Head and Creative Director. With him involved, there was a ton to learn right from user experience to writing this blog post. Read more at the Web Team’s Official Blog.
It’s been an exciting time here at LandmarkShops. Over the course of the last year, we’ve worked hard to deliver a true Omni-Channel experience to our customers. We know how much our users love to shop on their mobile devices with our iPad and Android apps.
This week, I’ve had major releases for all products in my portfolio: the LandmarkShops iPhone app, a CMS-powered LandmarkRewards.in for our 7 million strong loyalty program in India, and an update to the Shukran Android & iOS apps. That’s a lot of action in just 6 months since I joined. I’m relieved and off to a vacation!
I am part of the Landmark Group’s Web Team and my Product Management portfolio includes leading mobile apps for LandmarkShops in UAE & India, and all digital engagement channels for Shukran – web, mobile, in-store engagement. More on LinkedIn
Ever since I’ve had a wife – my only one – from the advertising arena, I’ve developed a keen eye for commercials & hoardings. If you’ve been in Mumbai in the last month or so, there is no way you have missed the myriad of Housing.com banners extending for miles. Touching emotions is the magic bullet to successful campaigns in the Indian market. Housing did just that, and I feel it succeeded. But when I visited the portal, I felt it lacked the means to realize the dreams the hoardings had shown me, albeit a slick user interface.
Here is what I thought would’ve helped kick-start the #LOOKUP journey and rationalize the emotional appeal.
A couple of weeks back, Myntra announced it was closing its web-shop to focus on a mobile-only strategy. With Myntra’s app-based sales already at 60%, it is now aiming at 90%. Soon after, its parent and India’s largest e-commerce site, Flipkart, confirmed similar plans for the next year. Why are eCommerce giants moving from a mobile-first to mobile-only strategy? Here are the top reasons for having users on the mobile platform – all of which directly impact the bottom line.
1. Customer acquisition & retention
With penetration in India expected to reach 45% by 2020, mobile-only is a flawless strategy to tap into the next generation of eShoppers. A single page m-site is enough to redirect (or force) users to move the existing user base to an app. Comparing products across individual apps is painful. Unless someone comes up with a comparison app, that can launch individual apps for detail, users are likely to stick to a single app. Achieving such a mindshare and stickiness is much harder to do on the web.
2. Insight for direct marketing
Once an app is installed, keeping track of consumer behaviour – usage, shopping times, interests, conversion, etc – is very easy. With registered users, additional demographic information is available which together with predictive analysis can be used to generate personalized suggestions. Push notifications allow strong, direct interaction with the user. In addition to suggestions, it can be used to communicate offers and remind inactive users of abandoned carts, without the fear of getting stuck in spam folders. With direct access to the user, spend on ads & affiliate marketing can be reduced, which otherwise shrinks margins by 8-20%.
3. Cost savings & increased sales
Once developed, apps are cheaper to maintain and can scale faster than the web front and avoid scaling issues like with the Big Flipkart sale. It also helps deliver better user experiences, optimized to generate sales. With users connected 24×7 via mobile, apps allow users to shop on-the-go. It also makes bundling, up-selling, cross-selling, and generating repeat business much easier. Direct access to users saves 8-20% of margins otherwise lost on ads & affiliate marketing, driving the customer retention cost to a minimum.
I am not a huge fan of LinkedIn’s cover image. Its an odd-sized banner that gets overridden by ads and the profile header itself. The flip-side of not having one is that it makes your profile look very lame. After all, a picture is worth a thousand words.
A couple of iterations later, I put up a metaphor of my professional side as the cover image. What do you make out of it? I’d love to hear in the comments section.
a.k.a. Why & How Product Managers must assess, account & groom technical debt
When I started conceptualizing a new product 5 years back, the concept of technical debt only existed in theory. Over a period, the pressure of time & customers, drove features cuts, compromises, and unfortunately, some quick-and-dirty solutions. Post the short-term wins, its not too long before technical debt surfaces and forces a resolution.
Technical debt is taken up for short-term advantages such as shorter time-to-market, and preserving capital. But in the long run, it reduces productivity, time available for new feature development and, God forbid, might keep you from crossing the chasm.
While Product Managers balance out the short and long term benefits/impact of every product decision, it is important that they keep track of the debt that is being baked in with every story. At the same time, having some framework to preempt the debt that is inadvertently introduced and proactively manage it as a roadmap item.
The Debt Assessment Framework
Fowler categorizes debt as Reckless v/s Prudent, or Deliberate v/s Inadvertent. While this classification answers the ‘how’, it doesn’t provide visibility into ‘what’ and ‘where’ of debt is added. Without further classification, accounting debt is like having a balance sheet with just one account for liabilities. I would like to further categorize all the debt that is deliberately added and assess its risk upfront. Here’s how:
|Type||Potentially lacks..||User Visible||Sales Risk||Ops Risk|
|Business value||Comprehensiveness in all business scenarios, Browser/Language support, Super admin rights, etc.||Y||Y||N|
|User Experience||Simple task flows, help cues, consistent design, mobility, Usability or A/B testing||Y||Y||N|
|Performance||Quick response, High availability, Clustering, CDN, Load/Stress test suite||Y||Y||Y|
|Maintainability||Data redundancy, Recovery, Migration, Configuration management, Sizing estimates, Documentation||N||N||Y|
|Design/Architectural||Portability, Modularity, Coding standards, & styles, Web services, Latest component versions; Has glue or duplicate code||N||Y||Y|
|Test Automation||Comprehensive coverage of functional/unit tests, either brittle or missing||N||N||Y|
If you’re wondering why (missing) features and defects don’t show in the list, that’s because they are the fundamental work units for development and not actually debt.
Using the above framework as checklist for all new feature development, even non-technical Product managers can easily assess Continue reading Technical Debt Assessment framework for Product Managers
The beauty of Agile is the fact that its just about a few principles. – which we also summarized in a few words. Everything else is under your control. And on your way from classic waterfall practices to adopting those principles, you are likely to encounter some serious blockers. I’m attempting to list out the top 5 along with the Agile principles that they block.
1. Large teams
Blocks: Velocity, Working together
It is uncommon to have a cross-functional team of teams with 30-50 folks working on the same product. While the Agile deliverable is a few days of work, large teams working on a single release will generate a huge deliverable that is more coupled, has wider impact and demands extensive testing.
2. Fixed-scope planning
Blocks: Working software, Simplicity, Accepting change
Teams that have a fixed-scope mental block start off by committing a scope for the next release, and then estimate a future release date. Since estimates are often incorrect, the release is delayed to deliver the committed scope – which is just not Agile. Forget about changing requirements, folks won’t even drop a few stories or acceptance criteria at the very end, to meet the committed date (time-box) – at the cost of Continue reading The Top 5 Deterents to Agile
As part of a recent Agile training, we were asked to summarize the basic tenets of Agile in 3-4 words. Our group, with Mahesh, Yuti, Apeksha, Shahdab, Dhwani, Jay, came up with the following:
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Deliver value to satisfy
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
Accept changes willingly
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Prioritize, Breakdown, Deliver frequently
4. Business people and developers must work together daily throughout the project.
Close collaboration, daily
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.