Why Product Managers Should Become Experience Managers

As a product manager, you have probably spent a number of working hours thinking about the development of your product and all the features attached to it. But have you ever considered that from a customer perspective, every interaction with a brand is perceived as an experience? And the impact of these experiences can go far beyond the product itself.

This concept can’t be overlooked by companies nowadays. To illustrate why, let’s look at any e-commerce company: Even if shopping experiences are shifting to digital environments, no business can get rid of crucial physical steps. This is getting more critical in the phygital era, in which this merged reality tries to give the user the impression of a “seamless experience.” But it's never quite as seamless as they want.

Imagine, for example, the delivery process of “PlanetFriendlyHomeDeco Inc.,” an online retailer for home decoration products made from organic materials and recycled plastics. Customers could easily spot that the package is delivered by a polluting diesel truck, which is driven by somebody who can barely make a living from his wage. How does that match with their sustainable image?

These pitfalls in the so-called user journey can ruin the customer experience and reputation of a business over time. Most of them are hidden from the company’s radar because many focus on the binomial “product-for-money” aspect and forget that every touch point counts. In some cases, it actually counts more than the product itself.

Nowadays, clients are more informed than ever and are flooding social networks with reports about positive or negative experiences they have when interacting with companies. According to Qualitrics, 91% of 18- to 34-year-olds trust online reviews as much as personal recommendations, and 93% of consumers say that online reviews influenced their purchase decisions. They are demanding not only better services, but also that brands themselves take part in other aspects of economy, i.e., in sustainability and social causes.

This has only intensified after the pandemic. In fact, according to a study by The Ashkin Group, "nearly 80% of U.S. consumers consider sustainability (of a product, the retailer or the brand) when making at least some purchases."

As a result, delivering great experiences has become extremely important in the 21st century, where digital and physical environments are being merged into one reality. Companies are more than ever forced to shift from being product-sellers to service-providers, all while having their steps surveilled by both their employees and society.

Orchestrating An Experience Through Design Principles

To achieve a broader picture of their customers, companies must rethink the value chain of their product or service through the lens of the user. This can be achieved by laying out a user’s journey from A to Z.

Take your segment and think of ways to sum up the entire experience. Break up your value chain into phases containing the most prominent user actions before, during and after the purchase phase; this should help you start thinking beyond the “product” through the use of experience design principles. Design principles describe the desired experience you want to cultivate; for example, you may seek "convenience" by making all steps seamless or "control" by making all steps predictable and transparant for the customer.

One successful e-commerce brand that has made their entire value chain transparent and socially driven is TUCUM from Brazil. They sell a broad range of high-end decoration objects from indigenous Brazillian groups. Recently, they acquired the coveted B-Corp badge thanks to their efforts to foster decision autonomy within all parts involved and to track their impact on the communities they partner with, among other business aspects. TUCUM is a great example of using design principles to create a customer experience that is transparant, community-empowering and allows the customer to feel connected to a positive social movement.

Just as important as the layout of the user journey is the understanding of all of the customers' layers. When you dig deeper into your customers, you can understand that people are more than just “consumers.” This can give you insight into customers' routines as family members, as professionals and, on a broader scale, as citizens. In all of those layers are hidden pains and gains related to their needs, barriers and ambitions, which can be turned into business opportunities. Instead of using demographics to describe your customers, use in-depth interviews to create need-based personas and aquire a full picture of the customer.

A company that exemplifies this is the outdoor and gear company Patagonia, which is also known for an awarded value chain. They understood that they depend on climbing to survive, so in this spirit, they not only tackled the demands of that community but also favored employing climbers in their stores and formed partnerships with NGOs to preserve mountains and trails. Who wouldn't be inspired to purchase gear and outdoor jackets presented by someone who wears them routinely, and from a company that takes action to preserve their passion?

The idea behind these businesses is that by creating prevention services and helping people get closer to their best selves, companies can also preserve the customer segment they depend on.

Exciting and authentic experiences are a recipe for a resilient business.

By enhancing gains and solving pains—especially the ones that aren’t well-served by the market yet—a company has a high potential to create added value for customers, acquire new market shares and stand out. When this happens, that company has successfully delivered real value—not just a product.

By creating memorable experiences, businesses can generate more resilience and assure repeat business, gaining long-term, “ambassador” customers instead of just one-off sales.