- Scentre Group Senior Product Manager- 12 Month contract- at Head Office
- Connecting digital and physical environments throughout the shopper journey
- Work on digital touchpoints, products and services that enhance our shopper’s experience
Scentre Group is the owner and operator of Westfield shopping centres in Australia New Zealand. With more than 12,000 retailer outlets and 3.7 million square meters of retail space, Westfield drives more than 560 million shopping visits every year. You can find out more about what it’s like to work at Scentre Group by checking out the Careers page.
The Digital Team at Scentre Group is responsible for introducing and managing shopper centric digital experiences across our shopping centres. Our vision is to build an ecosystem of digital touchpoints, products and services that enhances our shopper’s experience by seamlessly connecting digital and physical environments throughout the shopper journey.
The Senior Product Manager role, based in our head offices in Sydney CBD, is responsible for managing existing products and services and leading the development of new shopper centric products and services. The role is focused on identifying shopper and retailer needs, defining innovative solutions to improve the shopper and retailer experience, gathering and prioritising requirements, leading internal and external cross-functional teams and working closely with other areas of the business including shopping centre operations and marketing to ensure the delivery of superior experiences.
If you’re interested, please read the job description and apply via LinkedIn by following this link.
Marketing Trends for Product Marketers and Product Managers
Well, we are half way through 2016…. already. I must have blinked a little too long. Now is a good time to see what marketing trends are playing out and what others are emerging for 2017. Product Marketers and Product Managers that have marketing responsibilities need to stay frosty and in tune with emerging trends. Go to market execution is a core competency. Do it well and it is a competitive advantage. So, let’s review what new trends and technology are emerging to help you sustain that competitive edge.
There is so much buzz around user-centred design, design thinking and Lean methods of creating and delivering products and services to the market. One thing that these methods all have in common is that they put they explore the unmet needs of a customer by going out and meeting them face to face. It seems obvious that Product Managers would be constantly in contact with their customers to help understand them and to continue to discover new opportunities, but many Product Managers and organisations struggle with talking to their customers.
When we have asked why it is difficult we hear a number of blockers including everything from: “I’m not allowed to talk to the customer” to “Couldn’t I damage my company’s image by talking to the customer?” or “I don’t know what to ask my customer.”
In reality these are just excuses that cover an uncertainty of just how to get started with a customer meeting and what to say when the interview starts.
With a little bit of planning and a few simple steps it isn’t as hard as it first seems.
4 Steps for conducting a Customer Interview
Here is an overview of the four steps for customer interviews, that will help you start your journey towards knowing your customer.
Step One: Research Objective
The first step is to define the research objective. A customer interview is not a chit-chat, it needs a specific objective, which could be:
- to prove or disprove a hypothesis
- to describe a customer journey
- to be an input for persona creation
- to test a Product, prototype or MVP
Step Two: Identify and Recruit Interview Subjects
Your research objective will be an essential input as you decide who you’ll interview. Will you speak to customers, or non-customers, or a combination of both? Your interviews may focus on a particular market segment, or a group who demonstrate a particular behaviour, or perhaps match a demographic. Many people ask how many should be interviewed? The common benchmarks are somewhere between 5-20 and when you stop learning new things from the interviews.
Step Three: Plan Interview Questions
With these foundations, you can move on to devising the interview structure and questions. It’s worth being aware that asking customers what they want, or what they will do in the future, can produce unreliable results. Asking what they have done in the past can produce much more honest data.
Step Four: Extract Insights
Back in the office, you’ll need some method to extract the insights. This doesn’t have to be complicated. It can be as easy as grouping like answers together on post-it notes, or compiling themes in an excel spreadsheet. Take time to recognise patterns relevant to your research objective. If you were testing a hypothesis, are you in a position to say it was proven? Or if you were trying to build a customer journey, can you deeply describe all the steps your customer takes?
During the whole process, it’s important to be aware of our personal biases. A customer interview should be approached with an open mind. As much as we want to see our Products succeed, it’s important to check those hopes at the door and be ready to receive any feedback the customer may provide.
Finally, conducting a customer interview is a skill, which requires practice. Having a colleague watch you while you interview may help identify possible areas for improvements. It’s very easy to slip into pitching your Product as the solution during an interview, or leading your customer to a particular answer.
Sitback and Brainmates have joined forces to present a new course: Customer Interviewing Masterclass. It’s designed for both User Experience and Product Professionals, who want to deep-dive into every step of the customer interview process.
The class is integrated with the Brainmates Framework and will provide tools, techniques and tricks valuable through the Innovation, Design and Implementation phases.
Prospa is a growing FinTech looking for a Lead Product Manager to help take the business to the next level.
They’ve already funded more than $150,000,000 in small business loans, with a customer satisfaction rate of 95%, and won a number of awards, including the crown of Australia’s fastest growing technology company at the annual Australian Deloitte Technology Fast 50.
It’s an exciting opportunity to join a new product team with the scope to make an impact and be an integral part of the growth story.
The team has just moved to a new office space, where a culture of innovation and collaboration remain central to everyday life.
Check out the attached job description. If you think being the Prospa Lead Product Manager sounds like the next step for you, please apply with your resume by emailing firstname.lastname@example.org.
This post ‘3 Ways To Structure Your Roadmap’ is a guest post from the folks at ProductPlan.
There is little consensus on the correct way to structure product roadmaps. Product managers hold wildly different views, for example, on what areas roadmaps should focus on, what level of granularity they should go into, and what timeframes they should cover.
And why are these questions so important to you as a product manager? Because ultimately your goal in developing a product roadmap is to create a document that can help you better communicate your strategy to the various constituencies whose help you’ll need to bring your product successfully to market.
Always Put Strategy First
Before I delve into a discussion of three options for structuring your roadmap, I want to make a suggestion that will hold true for your roadmap no matter what type of format you use or level of detail you include: You should always start with strategy. Only after you’ve fully fleshed out your high-level strategy should you begin moving onto the details of execution. Continue reading...