Merging the features of two products requires a deep understanding each product’s customers, their usage and preferences, and your company’s technical directions. Beware of creating a monster product.
Merging two products—especially when one is a legacy system and the other is newly acquired—can feel like navigating a minefield. The merger is not only about the technical complexities; there’s also a political layer, with executives and stakeholders championing their favorite features while loyal customers cling to the familiar aspects of the product they initially chose. However, when done right, merging two products can result in a more robust, user-friendly, and competitive offering that maximizes the strengths of both.
Understanding Your Customers
Merging products is like combining two households. You both have sofas, chairs, beds, and tables—you have duplicates of everything. Now, maybe you’ll be lucky, and you can simply give away the extras… if only you can decide which to keep and which to discard.
In the 1989 romantic comedy “When Harry Met Sally,” Carrie Fisher and Bruno Kirby move in together and instantly begin arguing about the furniture. His furniture. She has good taste; he doesn’t. His stuff is mostly old junk that he still has from his college days. In particular, he has a beloved but tacky wagon wheel table.
Carrie says, “Everybody thinks they have good taste, but they couldn't possibly all have good taste.” And adds, “I will never want that wagon wheel table.”
Beauty is indeed in the eye of the beholder.
The same goes for products. You’ll need to compare not only features (tables and chairs) but also the quality, design, and customer satisfaction of those features.
Refresh the Personas
Are each product's personas similar or different? How do they currently use the products? A feature may be irrelevant to one customer but critical to another. These insights are essential because the goal is not to combine all the features into a conglomerate hodgepodge but to deliver the optimal set of valuable features.
Start by creating or updating user personas for each product. These personas should reflect the different user groups, their use scenarios, and the specific problems each product solves for them. For instance, a legacy product might have a loyal base of power users who value certain complex features. In contrast, the acquired product might appeal to a broader audience with its more intuitive user experience.
Once you have a clear picture of your users, you can begin to identify which features are truly critical. This understanding will guide you in deciding what to keep, what to enhance, and what to sunset.
Conduct a Feature Inventory
Before merging the products, you need to know what you’re working with. This means conducting a comprehensive feature inventory for both products.
The popular IDEAS prioritization spreadsheet is a helpful tool here. Update the spreadsheet with all of the key features. Note the product, feature, and target persona for each capability.
Assess the value of each feature for your customers.
Impact of the problem or feature on that persona (where 1= low impact)
Dissatisfaction with current situation (where 1= low dissatisfaction)
Evidence is the estimated percentage of how many use the feature (where 1= few; 5 = almost all.)
Then, assess the value of the feature for your organization.
A: Advantage to us (where 1= low advantage) such as competitive differentiation, increased customer satisfaction, or impact on renewals.
S: Strategic alignment (where 1 = low alignment) with the company’s market, competitive, and technical focus.
E: Effort to deliver (where 1= relatively easy) to maintain or convert the feature as well as to train other departments on the capability.
After compiling your inventory, the next step is to compare the features of both products. Which features overlap? Which are unique? Which are redundant or outdated? This comparison will help you identify the features that will form the core of the merged product.
Similarly, rely on lead developers from both products to help identify overlaps and potential conflict areas in the technology stacks. This technical assessment will be crucial when planning the actual integration, ensuring that you avoid unnecessary complications down the road.
Create a Unified Vision and Roadmap
Once you’ve assessed the products and their features, it’s time to develop a unified product vision. This vision should encompass the strengths of both products, focusing on delivering maximum value to customers. It must be clear and well-communicated, as it will guide all subsequent decisions.
With the vision in place, create a merged product roadmap. This roadmap should outline how you plan to integrate features incrementally. However, integrating multiple products is always more complex than what a few boxes in a roadmap suggest.
Remember, merging products is not just a technical exercise; it’s a journey that involves all stakeholders. Keep your team, executives, and, most importantly, your customers informed throughout the process. Regular updates, clear communication, and a focus on delivering value will help build trust and ensure a smoother transition.
A Case in Point: The Power of Incremental Integration
Consider a real-world example where a company merged two competing products. One product had the best architecture, while the other had the best user experience. By carefully analyzing both products and strategically planning the integration, the company was able to create a new, unified product that took the best from both worlds. The key to their success was incremental feature integration and a strong focus on user needs.
They didn’t rush the process; instead, they planned for gradual feature integration and data conversion, ensuring that customers were comfortable with the changes. This approach not only retained the loyalty of existing customers but also attracted new users who appreciated the enhanced product offering.
Final Thoughts
Merging two products is no small feat. It requires a deep understanding of your users, a comprehensive assessment of the products, and a clear vision for the future. By taking a thoughtful, incremental approach, you can create a merged product that not only meets the needs of your customers but also positions your company for long-term success.
Aim for a phased approach that allows for gradual adaptation rather than overwhelming users with too many changes at once. This strategy minimizes disruption and gives you the flexibility to make adjustments based on user feedback.
In the end, the goal is to combine the best of both products while phasing out redundant or outdated features. With careful planning and execution, the result can be a more powerful, competitive product that serves your users better than ever before.
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