Good product (and service) management requires the components of the "total customer and user requirements" be defined, documented and aligned across the organizations responsible for developing, delivering and supporting the product. The "total customer requirement" has to do with everything that surrounds the product such as
The "total user requirement" on the other hand covers everything about the product itself from the time it's acquired through its termination. As an example, the "user model" for application software would comprise such things as:
The 1:1 i-Collaboration approach defines and memorializes the total customer and user requirements via two database models comprising components, each component's actionable sub-components, and for more complex offerings, sub-component attributes. As an example, the sub-components for application software Functionality / Capabilities could be data entry & editing, calculations, search / query capability, management reports, graphics, user parameters, algorithms and flexibility.
The resultant customer and user requirement models serve as the "customer and user scorecards," for tracking how well requirements are being met and where and how things need to be improved.
The 1:1 i-Collaboration approach can be employed to obtain requirements from customers and users. To garner customer requirements, existing customer contacts can be invited to an online interview, which ask them to indicate what components of the "total customer requirement" most need to be altered, how and why. To best understand user requirements we suggest a two-phase online interview whereby users are asked to:
Management's use of the 1:1 i-Collaboration approach has several significant advantages:
"The 1:1 process covers all the bases helping us not
to miss some important factors. The data and analysis is complete,
well-structured and fresh, which gives us a great deal of confidence in
making our investment decisions."
Customer and user requirements are specified within the context of their environments at a "given point in time." But these environments are in a constant state of flux caused via changes in finances, market conditions, business objectives, offerings, systems, business processes, organization and government regulations.
Because of environmental flux, management needs to stay close to the "total customer and user experiences" post launch. It would be ideal to have a critical mass of customers and users regularly assess their "total experience" to see what most needs to be changed, how, and the value in doing so.
The problem however is: How do you get a large number of customers and users to provide complete, clearly-defined, immediately actionable requirements in a form that can be aggregated, quantified and sorted out based on market impact and sup-ported by indisputable data within days versus months -- and do it cost-effectively?
There has been no good answer to this question until now because traditional approaches were not designed for this purpose. These methods come up short when it comes to defining customer and user requirements:
With the above-mentioned methods there is always internal bias and error in constructing the agenda in terms of what is ad-dressed and how it's addressed, and there always bias and error in the analysis -- plus these methods consume a great deal of time as customer and user needs change -- rendering many product proposals "dead on arrival."
Unlike traditional customer and user surveys, focus groups and interviews, 1:1 i-Collaboration helps management focus on what a crucial mass of customers and users most want as it relates to the "total customer or user requirement" with the assurance of obtaining actionable, hard data sans any bias, errors or delays.
In addition to the unique "total customer and user requirement models" noted above the 1:1 i-Collaboration approach features an unparalleled online interview that garners far more actionable data because customers and users:
Upon conclusion of the online interview phase, 1:1 real-time analytics aggregate, score and rank all change requests based on impact. Our staff then completes the process by correlating like requirements and preparing recommendations that are quantified, complete, immediately actionable and virtually indisputable.
This is not to say that the 1:1 process is the basis for all product / service decisions; it isn't. There will always be "large accounts" decisions, "let's get the deal" decisions and decisions based on other considerations. But 1:1 i-Collaboration provides management with hard data on what is most important to a critical mass of customers and users thereby saving management considerable time dealing with requirements that do not have broad customer and user appeal.
"1:1 Corporation's data is quantified, objective, complete and actionable; far superior to anything I've ever seen. Most impressive
is their turnaround time; we were able to set priorities in a couple of weeks,
months sooner than if we had to wade through all those comments.
The 1:1 i-Collaboration approach has several unique features:
As a result, management will:
results of our first project with 1:1 have carried more force for change
within the organization than all other surveys of recent memory
combined. This is because of the very high response rate we achieved and
because the nature of the 1:1 interview ensures that survey results
focus squarely on the most important issues."
Go beyond online surveys, focus groups and
strategic account interviews . . .
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