How to Drive Product Strategy With a Personal Touch
By MURRAY NEWLANDS, entrepreneur.com
Small
businesses need all of the help they can get, and Terry Hicks, chief product officer at Infusionsoft,
certainly lends a hand. Hicks comes from a very strong leadership background at
Intuit,
where he grew QuickBooks Online by almost 100 percent and built
Intuit’s payments business from nothing into $600 million. His driving force
powers Infusionsoft’s product strategy, product management, payments, and
business development. He also leads Infusionsoft’s marketplace of apps and
services.
But what
Hicks does exceedingly well is put the customer first. His passion for
entrepreneurs and commitment to the success of small businesses is evident
within moments of conversation. It was obvious to me in our interview that the
natural progression of Hicks’ leadership is to teach his team how to summon
success from each customer they serve.
I was able
to catch up with Hicks and learn more about his continued success, and how his
transition to Infusionsoft has progressed:
When did you start at Infusionsoft? I started at Infusionsoft in July 2015. Before I was at
Infusionsoft, I spent 15 years at Intuit, mostly in the small business group. I
helped to start a payments business there, led product management for payroll,
led product management for the entire small business group, and was the general
manager ofQuickBooks Desktop. Then I moved over to the Global
Business division and worked on globalizing QuickBooks Online and many of our
products so we could take them outside of the US into other countries. The last
two years I was at Intuit I was the vice president and general manager of
QuickBooks Online.
Looking at it from the outside, what things were
immediately apparent to you when you moved to Infusionsoft? My immediate impression of Infusionsoft, the product,
was, “Wow, this is a really powerful piece of software that does a lot for
automating sales and marketing.” But I could see that we needed to streamline
the getting started experience so customers could get that great power much
more easily, and shorten the time it takes to get the benefit of the software.
How have you gone about that process? I’m a product guy, and I’ve worked on small business
products for a long time. The first thing that you have to do is put yourself
into the mind of the customer -- the kind of the customer you’re going to
serve. You know that they have little time and little patience, so if it takes
a couple days to figure something out, chances are they are going to be moving
on to something else. Just based on pattern recognition, you can see there is
something off here. Then, you have to develop a theory of what it’s going to
take to simplify it. What’s getting in the way?
For
example, the first time you look at a spreadsheet in Excel, you open it up and
it’s a big grid -- there is nothing there. If you don’t have perspective on what
you’re trying to accomplish, that makes it hard. Even if you do have a
perspective on what you’re trying to accomplish, there’s a big learning curve.
For example, how does the command line work? If you want to do anything really
interesting, you have to figure out pivot tables, macros, and all of that kind
of stuff. There is a huge amount of power there, but if you don’t have a
specific goal in mind, you’re going to be wandering through the woods.
Then, even
with a goal, some step-by-step instructions or a template would help. The thing
that I looked for at Infusionsoft was how we could put a pattern in place so
that customers can figure out what their goals are, what they’re trying to
achieve, and then draw on some pre-built campaigns or templates, or get help
from a partner who would help them figure out how to get done what they wanted
to achieve.
So, what have you managed to achieve in the time that
you’ve been here?
Well, as most companies move along and teams start working on things, their arrows of direction may be slightly off axis if teams aren’t deliberate about things. So, the first thing I wanted to do was get everyone focused on what we’re trying to accomplish. What’s our product vision, what’s our strategy and what are the biggest problems to solve for customers, so we can overcome that?
Well, as most companies move along and teams start working on things, their arrows of direction may be slightly off axis if teams aren’t deliberate about things. So, the first thing I wanted to do was get everyone focused on what we’re trying to accomplish. What’s our product vision, what’s our strategy and what are the biggest problems to solve for customers, so we can overcome that?
In the first month, of course, it’s all relationship
building because it takes time for people to get to know you, trust you, and
talk openly about what they’re thinking. Then, in the next couple of months, it
was about getting the team aligned to the specific product strategy, the
specific vision, getting the executive team behind it, getting the board behind
it and then starting to execute. Building that vision and alignment -- if you
don’t do that, you’re going to have people going all over the place, it’s
chaos. It takes a little bit of time, but you have to have that important step.
Then, once
you have everybody aligned, you can start to say, “Okay, we have something
special that we do.” We call it the Small Business Success Method: we walk
small business customers through an assessment of their business to figure out
what they do well, who buys their product, and what goals they are trying to
achieve. Just by doing that, you’re really narrowing in on what somebody needs
to do on the software. Instead of learning “the software,” broadly speaking,
you’re learning how to accomplish a very narrow and specific task to gain
benefit and improve your business.
This was
in a lot of people’s heads; we were already doing these assessments. But
everyone did it a little bit differently, so we did a bunch of experimentation
to get a process that was much more consistent and got more consistent results.
The result that we’re looking for is a customer walking out of that assessment
saying, “I know what I need to do next.”
Once we
get that in place and know what customers need to do next, it’s about the most
common plays that small businesses want to run, when they’re just getting
started with the software. It might be a lead generation; it might be getting
referral business; it might be a follow-up sequence insuring engagement; or it
might be an upsell sequence. Those are common plays that businesses run, so
then we can codify those plays into action plans. We can then talk to customers
about what steps they can take in the software, what inputs they need, the
content -- the checklist of stuff. Then in addition to that, we can compliment
that with some other products and services.
So, we start with, “What do you want to do,” and not,
“Here are the step-by-steps on how to do it.” We’ve been able to shrink what
took months or weeks to get value to weeks or days. Our goal is to get that to
minutes, but that’s a big initial step.
I feel
like the biggest accomplishments have been aligning the team with the strategy
and focusing on ease, simplicity, and time to get to that benefit, and then
getting the team aligned against very specific actions to make that happen.
In
addition to all that, there is a lot of feedback from customers, saying, “Hey,
this could be better,” like our email builder, or the findability of solutions
in the marketplace could be improved. So we’ve done a lot of that work as well,
continuously refining the product, making it easier, more streamlined, and more
accessible, improving the number of connections and iterations that we have,
and continuing to build that out.
There is a
lot going on, but what I’m most proud of is getting the team aligned on a
specific direction -- that being real focus on ease of use and getting
customers to benefit. We’re defining our pattern of success for how we’re going
to make that happen.
Are there challenges between doing that on desktop versus
mobile devices? Where are you going with that? Desktop is Web, and you want to make everything as
responsive as possible. The biggest challenge we face with mobile devices is
you really have to think: what is the role of the individual when they are
sitting in front of this device? You have to be very disciplined because
customers will give you a false read sometimes and say, “I want to build a
campaign on my iPhone!” I’m pretty sure they really don’t want to. They may
think that’s what they want, but the implication of doing it is pretty
complicated. They’d be pinching, zooming and sliding stuff around, and it would
be a pretty horrific experience.
So, we try
to figure out the segmentation of jobs that go across the devices. What the
user is typically looking at is more status results -- how that is performing
on the mobile devices, whereas creation lives more on desktop devices. Now, as
we continue to simplify the experience, if you’re just pulling an action plan
or maybe a pre-built campaign out of the marketplace, there might be no reason
why you couldn’t add your logo and your address, and do a simple campaign in a
light-editing way. We’ll continue to explore with that. But working with a
blank sheet of paper would be like running Excel on your iPhone and building a
complex macro -- it’s not going to be a great experience.
When a new customer joins Infusionsoft, what does setup
look like?There are two
components to the set up. There’s the software setup, which includes going into
the branding center, adding your logo, address, and all of that information
about yourself that will be used across a number of assets. Then, there is
bringing in your customer lists, starting to prepare the activities that you’re
going to do and supplementing the content; there’s that software side of it.
The other
component is every customer that joins goes through what we call “Kickstart.”
It’s basically a six-hour consultation with a coach who does an assessment to
figure out what are you trying to achieve, and tries to understand what assets
you already have. Do you already have good positioning? Do you have a clear
customer target? Do you already have messaging? Do you already know the
differentiations for your product and why somebody wants to buy it, instead of
something else? We really hone in because, surprisingly, a lot of small
businesses don’t.
That’s a very heavy set up and hard to scale, I would
imagine. For the current
model, going through the Kickstart is what leads to success for the customer.
Part of what we need to do is figure out what part of the process needs to be
human. Because, by talking to the human they move you forward, and you’re not
going to get that from the software. Maybe we’ll be able to make it more
friendly and some of it could be more automated.
I reflect
on a product like Turbo Tax. Millions of customers sit down and go through the
questions to set up Turbo Tax, and it’s not an easy process. As you can
imagine, part of what goes on in our Kickstart could happen in more automated
tools. But, it starts with defining that step-by-step process with enough
variability that makes you feel the job can be done for you, but with enough
consistency that it can really be programmed.
How do you
do that? Well you come up with a prototype. You can think of the Kickstart
experience like one big prototype agile-learning machine, and our assessments
are the next iteration. We’re doing the real work; its not like this is a test.
We’re learning how to productize that, get that consistent understanding of
where the points of variability are, make actionable recommendations that
people are very clear about and have a plan to address exactly what they’re
saying.
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