The Cranky Product Manager is Back…. Presenting “Market Interviews GONE BAD, Part 1″

Ever wonder why so many startup entrepreneurs put out misguided and doomed products, EVEN AFTER attempting to take four steps toward an epiphany and drinking the “Lean Startup” Kool-Aid?

Market Interviews Gone BAD: Too Vested To Listen

****Face Palm****

Alas, the Cranky Product Manager has witnessed similar “attempts” at market validation too many times to count. Maybe they could use some help from a real product manager.

What the Cranky Product Manager Hates About Aspiring “Product Guys”

Hey there, aspiring “product guy“!

First off, you’re a douchebag for your calling yourself a “product guy.”  

What IS a “product guy” anyway?  Do you mean “product manager” or “product marketer” or something?  Or is the GUY part the emphasis here?  What’s the equivalent female term anyway?  Product Gal?  Product Princess???

The Cranky Product Manager says *gag*.

Second off, you’re pretty frackin’ unqualified to do product work.  

After all, until last week, your only job experience was as a programmer. Or as a student. Yet you think you should be in charge of all of Product (the department).  Or at least of one product.

Sure thing. Go for it. Be the “product guy” you always wanted to be. Dictate features and future product direction from up high on your Product throne.  Wow the Silicon Valley startup scene with your spankin’ new title on mod business cards…

…Just as soon as you let the Cranky Product Manager become your Head of Engineering.  Or your Senior Technical Architect.

Oh wait. That’s probably not a good idea, is it?

Because the Cranky Product Manager is unqualified for those roles.  Even if she took a 3-day “certification course” in software development, she would not be qualified.  

In fact, the Cranky Product Manager is probably far more qualified to be your Head of Development than you are to be Head of Product.  (She at least has a degree in Computer Science, and actually worked as a programmer for a few years early in her career.)

Alas,  just WANTING to be a Product Guy/Gal/Princess/Manager/Marketer/Dweeb is not enough.  You actually need some education, skills, and above all, some EXPERIENCE. 

Professional Services Engineer or Surly Gifted-and-Talented Teenager?

Professional Services Engineers and Senior Customer Support Engineers, the Cranky Product Manager loves you.  She truly does.  

You get in there and make our products truly work– sing even! –for our most important customers, many of whom have really bizarre requests.  

You are ingenius, a MacGyver for the new century.  You can work around any product deficiency with a wad of gum, a Perl script, and a laptop stuffed with SSDs.

You keep the Cranky PM informed about what the customers are experiencing and the problems they face, and keep the Cranky Product Manager apprised of the experience of using her product day-to-day.  

You are great. And the Cranky Product Manager could not be prouder of you.  

Except for one thing:  your attitude.  You remind the Cranky Product Manager of a surly teenager.  A “gifted and talented” teen, to be sure, but an adolescent with all the part and parcel attitude problems.  

Witness the Cranky Product Manager’s awesome chart:

  Surly Gifted-and-Talented Teenager

Professional Services Engineer
/ Sr. Customer Support Engineer

General Attitude Embittered and feeling put-upon by parents’ rules. Embittered and feeling hampered by all the product’s warts and failings.
Opinion of self

Convinced she is brilliant and her parents are biggest idiots ever, and that everyone else’s parents are cooler.

Convinced that Dysfunctosoft Engineering are biggest idiots ever, because Engineering requires months to add the product feature when he hacked up an absolutely brilliant work-around within a few weeks. 

Ability to Understand Not Everyone is Like Him/Her If her best friend thinks something is cool, then she does too. Even if any reasonable person can clearly see otherwise. Believes that if his customer needs this feature, then surely everyone does.  Even if it has no alignment with future product direction, obfuscates the user interface, or would take effort away from more critical areas.
Understanding of Broader World Remarkably naive about life outside her home/school, but thinks she knows all from watching a lot of reality TV. Knows nothing about writing production-worthy code that will work for hundreds of customers, not just one: scaling, internationalization, integration, standards, platform support, testability, user experience, error handling, APIs, etc.  Thinks he already solved 90% of the problem when he really only solved 10%.
Political Savvy If Mom says no, asks Dad. If Dad says no, ask Mom.  If both say no, involves the grandparents or teachers.

If Engineering says “no” to including the hacked-up workaround in official code-base, lobbies Product Management, Sales, and the CEO/GM.


To gain a privilege, promises to do an unpleasant task like cleaning out the garage.

Then does not do it.  Parents nag her for weeks before finally giving up.

Under political pressure, Engineering caves and agrees to add the hack to the official product code base, but ONLY if the PS engineer makes the code thread-safe, uses standard libraries, etc.

Naturally, this never happens.  Count on the PS Engineer to get very busy on a customer crisis instead.

Why Sales Bitches About Product Management & What to Do About It

You’ve heard that old chestnut. You’ve seen it in a million articles. The big advice Sales Droids offer to Product Management is “Don’t just talk about features.  Tie the features to problems.”

And whenever the Cranky Product Manager sees Yet Another Article offering this advice, she thinks, “Doesn’t every product manager already know this stuff? Duh? How is the Cranky Product Manager going to create a blog post from this nugget of obvious non-wisdom?”

But then the Cranky Product Manager thought about it.  Then she had a nice glass of Chardonnay. Then more thinking. And then mentally watching the game film from all the customer presentations she’s ever given or watched another Product Manager give, and from her years of observing Sales Engineers and Sales Droids interact with the customers.

And here’s what the Cranky Product Manager came up with.

When It’s Good (with a sex analogy on the side)

There are times when the Sales Droid-Product Manager-Customer interaction is, well, orgasmic: everyone is in sync, everyone is providing what the others need at exactly the time they need it, and everyone leaves satisfied and revved up to do it again.

It does happen sometimes. About as often as the Detroit Lions winning a game, but it does happen.

When It’s Bad (with yet another sex analogy)

But more often, it is a clumsy, inept dance, with everyone thinking he’s/she’s giving what the others need but completely missing the mark. Kind of like the Cranky Product Manager’s freshman year boyfriend. (oooh! badump dum.)

In these cases, the Cranky Product Manager will bet ONE MILLION DOLLARS that the Product Manager in question truly believes she is tying each feature to customer benefits, all while the Sales Engineer/Account Rep thinks the Product Manager is just blathering on and on about features.

The Disconnect

How can this happen?  Because there are several steps between the “we added Warp Drive in release 2.0″ Product Manager-ish statement and the “Warp Drive increases your revenues AND decreases your costs” Sales-ish statement.

Using this example, the Product Manager would probably say “We added Warp Drive in release 2.0.  That makes our rocket ships now go faster than the speed of light, which means space travel will take one bajillionth of the time it currently does”. And the Product Manager often leaves it there, believing she successfully tied feature to customer benefit.

Meanwhile, the Droids think the Product Manager left out the business benefit.  After all, she did not tie the warp drive feature to either “saving money” or “making more money” (the only two customer benefits some Droids can understand).

Thus the schism.

To most Product Managers, it is OBVIOUS that faster space travel means people will spend more time working instead traveling, and will thus become more efficient, saving money.  And that with Warp Drive we’ll be able to reach more of the galaxy and thereby increase the number of customers we can reach, increasing revenue.  blah, blah, blah.

In fact, it seems SO obvious that many Product Managers worry they’ll insult the customers’ intelligence or annoy them if the Product Manager explains how each and every feature ultimately saves money or increases revenue.

Truth is, the customers probably need a bit more hand-holding.  As Product Managers we are genetically engineered for our superior feature-X-yields-benefit-Y perception. We forget that not everyone thinks like that.

But on the OTHER hand, the Sales Droid who can only talk about “saving money” or “making more money,” (aka “lower TCO” and “increased ROI”), often seems like a huge dumbass to the customer. Trust the Cranky Product Manager on this, she once was a customer.

An Obvious Tactic That Often Works

**So, for Product Managers, here’s a technique that sometimes works: **

  1. Before demo-ing or presenting the roadmap or whatever, ask the customer about his/her problems and the benefits that he/she is seeking from your software.  
  3. During your demo/presentation, tie the features back to the specific benefits the customer seeks, using EXACTLY the same wording.

Of course, this technique only works if you are able to talk to this customer one-on-one beforehand; it works less well if you are presenting to a huge crowd at a conference.  Also, this technique does not guarantee that the Sales Droid will be happy, only the customer.  After all, the Sales Droid might not understand the benefits the customer seeks – they might be too “low level” for a Droid to possibly comprehend.

This concludes the Cranky Product Manager’s “Obvious Lesson of the Day.”  

No doubt, huge swaths of Product Managers are out there saying* “Isn’t this advice obvious?  Doesn’t every product manager already know this?”*  Hopefully, most of you do.  But for those who don’t, or who occasionally forget, hopefully this advise is more specific and more actionable than that “Tie features to benefits” platitude.

The Brain of a Sales Droid – A Visual Guide

Behold, a visual guide to the inside of a Sales Droid’s brain, or more specifically, an Enterprise Software Sales Droid’s brain, as viewed from Product Management.

Yes, the lack of artistic merit in this drawing is profoundly pitiful.  Thank goodness the Cranky Product Manager has a day job.


What Do Five-Year Olds and Product Managers Have In Common?

Seems like everyone in the Product Management blog-o-universe just loves to chat about where Product Management should report in the organization.  (Sorry, I don’t have time to provide the links right now,… maybe someone can provide some in the comments?)

Unsurprisingly, among us Product Management weenies of the world, the overwhelming consensus that Product Management should report directly to the CEO.  

Thing is, asking this question of product managers is a little like asking a five-year old if candy should be served with every meal instead of vegetables.  OF COURSE the five-year old will opt for candy instead of nutritious veggies.

OF COURSE, the head of Product Management will say that he/she should report to the CEO, because it’s cool to say you report to the CEO. By reporting to the CEO, a whole new world of wicked awesome job titles becomes available. Ones like “Executive VP of Product Management,” “Chief Product Officer,” and “Grand Master Poobah of Productulation and Productification.” Just think of how much more awesomer your business cards could be with that type of kick-ass title on it!  Your mother — and more importantly, your mother-in-LAW– would be so freakin’ impressed.

OF COURSE the in-the-trenches product manager will say that the Product Management function should report directly to the CEO. That elevates the perceived importance of Product Management in the organization, doesn’t it? It brings you one, or maybe even two, steps closer to the CEO, and you’re only a few heartbeats away from the throne after that! Maybe they’ll even ask you to take over the company if all the executives die in a tragic if a plane crash (hey, it could happen; last year, they all went to that executive retreat in Hawaii together)! World domination awaits.

OF COURSE the product management training firms and product management consultancies say that Product Management should report directly to the CEO, because that makes it easier to sell higher-priced engagements. They need even more money to stuff into their money chairs and money sofas, plus it’s fun to make money angels on the floor next to that huge pile of money. (!!!MONEY!!!) 

But will any of these self-interested parties acknowledge these reasons?  OF COURSE NOT.  Instead they will all put forth the argument that reporting directly to the CEO is indeed the Best Thing For The Company, and quite possibly for civilization at large.  They might even believe their own arguments.

But is it REALLY the best thing for Product Management to be so-elevated?

If it is indeed the best organizational structure, why do so few companies do it?

If it’s the best, where’s the proof that companies with elevated Product Management functions actually get better results?  To the contrary, one of the most successful companies in the industry – Apple – has a significantly DE-ELEVATED (that’s not the right word… is it deflated? depressed? ) Product Management function.

The Cranky Product Manager has said it once, she’ll say it again.  If you have _good_ product managers, who are savvy influencers and can set a true vision and roadmap for their products,  it does not matter one freakin’ bit where they reside in the organization.  Because they will get the job done no matter what.  They will make the necessary alliances and get people on board. no matter if they are within the same organization or not.

In fact, the Cranky Product Manager usually suspects that those who whine too much about Product Management’s place in the organization are likely not so great at their jobs.  Her five-year old child would agree.

Guest Post from a CodeBoy: The Five Stages of Debugging

 In her previous post, the Cranky Product Manager unloaded on Code Boys & Grils who don’t fix their damn bugs.  She dropped the eff bomb and everything. Indeed!

This post is the flip side. The developer’s point of view when faced with a nasty bug.  And it’s an extremely well-written piece by a Code Boy who is  a reader of this humble and cantakerous blog.  

This post is required reading for product managers. And the Code Boys/Girls will probably like it too.

(Oh yeah, go visit Quantum Whisper.  The Cranky Kid loves them so much s/he stopped mid-tantrum and calmly whispered, “Mother, I can’t be expected to do agile product management without 1) candy, 2) my teddy bear, and 2) Quantum Whisper. I can’t and I won’t.”)


The Five Stages of Debugging

by A. Working Coder

Being confronted with a serious and difficult-to-diagnose bug can be one of the most traumatic and stressful experiences of a professional programmer’s career. Those who have been through such an ordeal rate the stress as on a par with that accompanying serious injury, divorce, or the death of a family member.

Researchers who have studied the psychology of computer programming have lately constructed a framework to understand the stages through which the programmer’s mind progresses as she/he works through the difficult process of resolving a bug. These stages are similar in concept to the well-known Kübler-Ross Stages of Grief, and for similar reasons. Like death and its attendant grief, fixing a bug is a process initiated by an event, at first unbelievable, which causes great anguish in the affected mind. However, this event must eventually be grappled with, endured, and brought to a satisfactory conclusion. Understanding the stages of bug fixing will make us better prepared to survive, persevere, and eventually bring closure … to our bug queues.


How you’re feeling: Skeptical. Offended. Petulant.

1. Ignore it.

Maybe it’ll go away.

2. Mark it as “Works for Me”.

Maybe it was user error, or a local configuration problem. Yes, I’m sure that’s what it was. It’ll just go away.

3. Call it a Glitch.

I think it was just a weird one-off that nobody will ever see again. There’s no point in figuring out what went wrong. The {database/network/browser/something} hiccuped and that’s all this was. It won’t come back, I’m sure.

4. Hide.

I’m taking a couple of days’ sick leave. Maybe they’ll assign the bug to somebody else.

5. Mark it as “Working per Spec”.

Hey, look, I just implemented what was spec’d. If they want to change the behavior, UI will have to update the spec. Maybe they’ll decide they can live with it as-is.

6. Demand More Information.

I can’t do a thing with this bug until and unless I see the error logs for this particular exception scenario.

7. Assign it to another team member.

I was getting badly-formatted data from that other module, that’s the problem. Give it to the guy who maintains that module. I could check for that one weird corner case in my module, but the proper fix is for that other guy to make his code correct. He’s offshore anyway, so I’ll never have to face him.


How you’re feeling: Resigned. Defeated. Annoyed.

1. Accept it.

All right, all right, all right! It’s my bug. I’ll fix it.

2. Put it on the bottom of your queue.

Maybe I can find another job before I’ll have to fix this bug.

3. Bargain with your manager.

OK, look: I could fix it the right way, and that will take a month. On the other hand, I could apply a band-aid to the problem, which won’t really solve it, but it’ll make it go away as far as the end-user is concerned. And that will take a couple of days.

4. Mark the bug with an outrageously padded estimate.

God, I hope that’s enough time.


How you’re feeling: Giddy. Light-headed. Nauseous.

1. Initial Research.

I can do this. I can do this! All it takes is a little organization, a little focus, a lot of caffeine, and a little time. I can do this.

2. Befuddlement.

Shit. This is unbelievable. I can’t make heads or tails of this code. It’s a mess. It’s a mystery to me how this code could even compile, let alone work. What chance do I have to figure out how it can fail?

3. Hide Again.

Look. I’m sorry. I had to have my appendix removed. Again. Yes, now that you mention it, I did used to have two. Now I don’t have any. Happy now?

4. Bitching.

Well, what did they expect, anyway? Trying to do this without so much as a decent debugger. What am I, clairvoyant? I had better debugging tools on my Commodore 64!

5. Spitballing.

What if I try … this? Nah, that doesn’t work. How about … that? Nope. How about … that? Shit, that makes things worse.

6. Despair.

I’ll never fix this bug. I’m a lousy coder. I’m stupid. What am I doing here, in a place full of smart people? Sooner or later they’re gonna catch on, and then I am finished around here.

7. Humiliation.

My manager asked me why I’ve taken the better part of a month to fix a bug I’d spec’d out as taking a couple of days’ worth of work. I don’t know how to read the logs and I broke my own build scripts. Now I’m afraid to ask for help because it’ll just make me look stupider than I already do.

8. Panic!

This thing is way more complicated than I thought it would be! The parts I thought would be really hard turned out to be really easy … and the parts I thought would be easy turned out to be a complete rewrite of about a half a dozen classes. Why did I ever tell my manager I could do this?

9. All-Nighter(s). Withdrawl from friends and family.

(incoherent mumbling, punctuated by bursts of loud profanity.)


How You’re Feeling: Grateful. Relieved. Awfully Impressed with Yourself.

1. Revelation.

Oh! Now I see how to do this…

2. Write the correct code.

I am so good. I am a coding machine!

3. Test it.

Yes! It passes that test. Yes! It passed that test. Boo! It fails that test. And I have no idea why…

4. Hide the test failures.

It’s a totally unrealistic corner case anyway. Nobody will ever see that in the field. It was really a pointless test.

5. Check it in.

I’m awesome. Is there pie in the kitchen?

6. Close the bug.

I heard there was pie in the kitchen.


How You’re Feeling: Twitchy. Nervous. Superstitious.

1. They’ve Reopened the bug.

Really? They found another way to break it? Shit – it’s that corner case I swore would never come up.

2. Fix the fix.

Yes, I’m even checking cases where the employee age is an imaginary number, just to be sure.

3. Close the bug.

Yeah, bitch. You’re closed. Once and for all. Now stay dead!

4. Vow to never take on such a task ever again.

5. Realization that you are now considered the expert on that module.

Oh no! Now I’ve got three new bugs on that module.

At this point, you are expected to GOTO: Stage 1.

Furthermore, as a working coder, you will DO_UNTIL: Death, retirement, or promotion into management.

That Code Boy Hath No Shame

The Cranky Product Manager has actually not been so cranky lately.  She’s started a job at a spankin’ brand new startup and for the first time in her professional life is part of a team – that for the moment, anyway – seems free of major dysfunction!  OMFG!  

She has a major crush on this company and loves (LOVES) going to work in the morning.

(oops, need to insert an ad for Quantum Whisper here, cuz they buy me grande skim lattes each month. Quantum Whisper is wicked pissa. They link customer feedback to your agile backlog and all that fun stuff.  OK, back to the post.)

But being a born-New Englander — a cynic through-and-through, to the core of her jaded, oft-broken heart — the Cranky Product Manager knows better.  She knows this is merely the honeymoon period.  At some point, an idiot will be hired. At some point, a customer will demand something ludicrous and a SalesDroid will get simultaneously hysterical and rabid as a result, causing the Cranky Product Manager no end of aggravation. At some point, the PR agency will start arbitrarily tossing the buzz word du jour in every sentence of every press release, even if the results are nonsensical and utterly laughable.

But in the meantime, before the other shoe drops (where did that shoe dropping phrase get started anyway?), the Cranky Product Manager is trying to enjoy her enviable situation. 

The only downside of all this has been that is has been hard to get the Crank up to write this blog. Thus the drought of blog content.

So, you should all thank SugarSync for irritating the Cranky Product Manager enough that she should post.  

Some background…SugarSync is a cloud backup service that the Cranky PM pays for. She uses it at home to keep her 3 computers backed up and in sync. Cool in concept, but not so cool in reality. A few months after subscribing, instead of just backing up her files, SugarSync decided to duplicate over 10,000 files – eating up all her hard disks and cloud storage. The Cranky PM then spent lots of time using 3rd party tools to remove the duplicates. The end result was a lot of lost time and at least a few lost files.  

Irritating, to be sure. But the Cranky Product Manager is nothing if not forgiving of buggy newish products. It’s what SHE DOES, after all.  So, reassured by the SugarSync Support that this was a one-off situation related to their latest upgrade, the Cranky Product Manager carried on and continued to use their service.

And then a month later it happened again.  Argh! This time the Cranky Product Manager searched the SugarSync Forums for answers and found multiple threads related to this duplicate file issue.  The most enlightening was this: 

This thread reminds the Cranky Product Manager about everything that is frustrating about dealing with a certain type of Code Boy:

1. Despite overwhelming evidence in its own forums that MANY customers experience this mass-duplication of files, the SugarSync CodeBoy(s?) (username “admin”) insists that this problem is a “corner case” and never really happens.  

(We can tell that it is an actual code-slinging CodeBoy in the forum, because no self-respecting Customer Support Engineer would ever take this kind of attitude with a customer).

2. The SugarSync CodeBoy then pushes the burden of the bug onto the customer — insisting that they open support tickets, collect and mail in logs, etc… 

3. The customer doesn’t send the logs in because: 

(A) They are busy manually cleaning up the duplicate file mess and don’t have time to also help debug SugarSync’s software, and 

(B) From the tone of the previous messages it is OBVIOUS to the customer that SugarSync does not recognize this as a genuine problem, and realizes it will be an uphill battle to convince SugarSync otherwise.

4. The SugarSync CodeBoy declares victory:  ”The customer won’t cooperate with me in reproducing this bug!  I can’t do anything!  So, this bug must not really exist! Plus, I AM RIGHT! HAH!”


Excuse the Cranky Product Manager while she strangles a voodoo doll that she created of this CodeBoy….

…OK, feeling better now.

Gotta say, it’s kinda rare to see this type of exchange played out in a public forum like this. Usually the Support people rightly prevent this type of unempathetic, obnoxious Code Boy from interacting with customers and others outside the company.

But within the company, who in Product Management has not encountered almost the exact same crap from a CodeBoy/Girl, at least once a release cycle?  It is ABSOLUTELY MADDENING!   

To have someone deny that a problem exists when MULTIPLE people have encountered it?  To be told that the problem you are clearly experiencing  is a “corner case” that doesn’t ever really happen?  To be told its somehow your fault – some kind of user error situation?  To have the Code Boys & Girls demand that YOU do THEIR effing jobs by spending ungodly amounts of time reproducing their damn bugs and verifying their alleged “fixes”?!?  

AS IF product managers don’t have ENOUGH to do near release-end (market launch, get pricing proposed and approved, write collateral, and sales training, not to mention being neck-deep in planning the next release….the list goes on and on.), but now they have to be QA engineers as well?  

All because some frigtard CodeBoy/Girl has no effing pride in his/her work??!!  How can s/he think it’s okay to release what is obviously a steaming pile to customers?


BUT THEN, serendipitously, the Cranky Product Manager received a Truly Awesome article from a Code Boy who reads this blog.  It’s about the process an Engineer goes through when faced with a thorny bug.  

And now the Cranky Product Manager understands just a little bit better.  She still wants to keep her voodoo doll collection of CodeBoys close at hand, but at least she’ll feel a bit more empathetic when sticking it with pins.

Read the guest post from Code Boy Extraordinaire in the next article (coming in a few minutes). It’s required reading for any product manager who has ever had a bug s/he reported marked as “not reproducible.”

The High Cost of Product Line Complexity (plus Proof the Cranky Product Manager is Female)

Every now and then the Cranky Product Manager learns that some member of the Crankerati is theorizing that she is not really a woman, but is in fact a hot dog and beans totin’ Dude. After all, what better way to be a spineless wuss than by hiding behind an anonymous persona of the opposite gender?

Well, this post (coupled with the recent few about sexism in software), should debunk that theory once and for all.  No way you’ll think the Cranky Product Manager is a “Dude” after this.

Let’s set the scene.  A few weeks ago, the Cranky Product Manager went to the pharmacy to purchase the most womanly of accoutrements. Yep, you guessed it, maxipads.  Now, even women who LIVE to shop don’t like to shopping for “feminine protection,” but alas it must be done now and then.

Anyway, the Cranky Product Manager walked into the store aisle dedicated to such matters. And, as usual, she was confronted with an overwhelming morass of confusing product choices.

The below photo does not do the scene justice – it covers only about 20% of the entire product selection and only shows about 1/3 the shelf space dedicated to the Always brand. Over 50 product varieties, 20+ from Always alone.


The Cranky Product Manager has to tell you that when she saw this, well, she was frackin’ PISSED.  Again. Cuz it was the same way last time she bought pads too.

WARNING TO MALE READERS: you may skip the following paragraph.  Yes, you men are all so tough and manly and have copious hair on your chests. Plus you can HUNT DOWN PREY and kill stuff, WATCH sports, use POWER tools, and belch like beer pong champions.  But alas, despite the awesomitude that your Y chromosomes have collectively bestowed upon you, your delicate ears simply cannot handle maxipad talk, much as you cannot function when you have a cold.  So, squeamish males, please skip the next paragraph and recommence reading after the italicized text.

OK, ladies, believe me when I say this product assortment made no frackin’ sense. As far as the Cranky Product Manager could tell, she was dealing with at least 6 different variables — wings/none, absorbency, thinness, length, width, odorless/”fresh”  — and each box on display had a different combination. PLUS each box had a different number of pads, which made price comparisons nearly impossible. From what little she was able to discern, the pricing made no sense, with the less desirable combos costing as much or more than the more desirable ones (who on earth is going to buy super-thick, minimally absorbent pads without wings anyway?).  And then there were the “marketing nonsense” features, where they claim something is “Infinity” and charge more but don’t explain wtf “Infinity” is or why it’s worth more.  (Also, someone please let the Always people know that NO ONE wants a period that lasts until “Infinity.”)  To further add to the confusion,  there are multiple brands, plus the damn CVS brand which THEY INTENTIONALLY package to look just like the manufacturer brands, just to eff with your head.

Yes. The Cranky Product Manager was pissed at this ridiculous cornucopia of choices. Why?

1. It made the purchase take WAY too long. The Cranky Product Manager wanted to spend 10 seconds on this purchase, not 5 minutes.

2. She realized NO WONDER her Darling Husband (the household’s designated grocery shopper) always came home with the wrong frackin’ pads!   Those jerks made the purchase process so complicated that it couldn’t be delegated.

But even more annoying were #3 and #4…

3. She felt she was being tricked.  WHY put out a ridiculous product assortment like that, with pricing that looked randomly generated, unless they were trying to confuse consumers into buying something less desirable for too much money? After all, they deliberately made it impossible to compare features and prices, plus there was that marketing nonsense talk about Infinity “features” that have no apparent benefit. It just felt dishonest.

4.  She felt that the perpetrators of this crime against products did not respect or understand the purchase process of long-time repeat customers. Sure, they might have understood how she USED the product and provided great products to meet those needs.  But they did not respect how she wanted to BUY the product.  As in, I DON’T want to learn about your new features and packaging options while I am AT the store! Don’t make me the weirdo who hangs out for long lengths of time (or takes photos) in the feminine hygiene aisle!

The Cranky Product Manager was highly annoyed. Stupid retailers & manufacturers!  Idiots!

But then she thought about the byzantine nature of most software companies’ product and price lists. And how nearly every good, simple product inevitably decays into a labyrinth of derivative products/options with dubious differentiation and cryptic pricing.

Seems that we software product managers and marketers are not so different than those maxipad people.  In fact, we are way worse.  If a software company has shipped product for more than 5 years, the product/package/price list probably has 100+ lines, each with its own method of calculating price and with multiple dependencies between items.

And we are thereby annoying the heck our customers. The complexity of our product lines:

  1. Forces repeat customers to spend time they don’t have researching purchases for products that they already know quite well
  2. Increases customers’ workload, by preventing them from delegating the purchase
  3. Makes customers feel like they’re being taken advantage of
  4. Makes customers feel like they’re not being respected or understood.

This situation is not at all what Product Managers intend when they decide to make that new feature only available as an add-on option. Or when they introduce that new technology in a bunch of completely new products, while letting existing customers to carry on with upgrades to the old products.

Alas, it only takes a few of these well-meaning decisions to make product line complexity explode. Watch as your efforts to make customers happy completely and utterly backfire, and as your sales, support, development, marketing, and overhead costs simultaneously skyrocket.

Product Management Haiku, Redux

This post is sponsored by Quantum Whisper. The Cranky PM loves them because 1) they pay her, and 2) they are maestros of the agile product management tango.


In their spare time, the Product Management Crankerati just LOVE writing haikus.

Check it: here (Pivotal PM), and here (previous Cranky PM post), and here (Product Management Meets Pop Culture), and here (Tyner Blain), and here (On Product Management), and here (Spatially Relevant).

The fun just never ends.

Anyway, here’s some brand, spankin’ new haiku from the Cranky PM.  From her sleep-deprived, addled brain. (Too many products to manage, too many kids to parent – at home and at work.)

As always, submit your own Product Management Haiku in the comments!

Feemium product
has too many great features.
No one upgrades. Crap.

CTO sees the
bright shiny object du jour.
Development stops.

Virtual dev teams.
Half of meetings are now spent
debugging A/V.

Agile dev process
moves bottleneck from Dev to
Product Management.

Product Manager
who cannot use his product
should be fired. Now.

The new Architect
always demands rewrite of
every line of code.

Hey, Support Martyr,
some enhancement requests won’t
get done ever! Chill!

Sales Droids always bitch.
Unless they can do no work,
but still collect checks.

The Agile stand-up
should be 10 minutes, not hours.
My feet really hurt.