How to Define Product Value Propositions with Hopin Senior PM

This week, Product School hosted Rémi Hattinguais, Senior Product Manager at Hopin, for a special #AskMeAnything session. In this talk, Remi discusses how to define value propositions and keep your team focused on the mission.

Meet Rémi

Rémi Hattinguais, Senior Product Manager at Hopin

Rémi Hattinguais is a Senior Product Manager working at Hopin. He is currently leading their Registrations product roadmap and strategy. Through his work, he loves to solve real-world problems using product analytics and data. Before his current position, he was a Senior PM at ManoMano, leading the B2B loyalty feature team. During his two years in the role, he and his team achieved over 85% of repeat business. He has also worked as a Product Manager at Kantox. 

Sometimes a feature has multiple value propositions (a McDonald’s hamburger can be a snack, a reward, fast dinner, etc). How do you go about selecting one over another when developing a product?

This is a good one, and really important to solve to remain focused.

Often, when investigating a user problem (“I am hungry and cheap”), you will find a solution (“cheap hamburger”). While exploring this solution, you will most probably discover that it partially solve other user problems (“I want a snack while on the highway” or “I want to have breakfast at lunch”).

What is very important is to resist the temptation to answer all the use cases and remain focused on the Why: what is your team P1 mission? Limit the scope of your feature to answer the problem feeding back into this mission and not others that are P2/P3.

How advanced do you get with design and requirements before starting development?

bird's eye view of someone with notebook and laptop

Great question. This is where the tension usually appears: the temptation is great to take your time and finalize all design and requirements before showing the 100% planned features to your team to start working on developing. But this is really falling back in the dreaded Waterfall model where any iteration takes months.

What I try to do with my teams is to fix a quarter goal, the 1 problem we want to crack in the quarter. Then my designers and I will start exploring problem roots and solutions, involving the dev team from day 1 (or really like day 3-4) to have their input. I usually try to not spend more than 2-3 weeks of design iteration before starting to experiment and develop part of the proposed changes. This way, if you are able to release an MVP of your changes, you can test them earlier with real clients and correct the trajectory!

What’s the USP of Hopin as compared to Zoom, MS Teams?

For the USP, I would say that Zoom/MS are great meetings tools, while Hopin is targeting larger events (think 100s of people). You have 1-to-many content sharing (stages) but also breakout rooms, 1-to-1 networking, Expo booth displays, etc. Same difference between a meeting room and a conference hall basically.

What kind of “unique” metrics do you use to measure success within Registrations?

person looking at laptop screen and taking notes

For Registrations, we look at our two Jobs to be done KPI :

  • I want to register for an event: How many people start getting / purchasing a ticket and actually obtain it?
  • I want to join the event: How many people actually show up in the event after getting a ticket?

Check out: These Are the Metrics Great Product Managers Track

What feature added the most customers to the loyalty program from your previous job?

The Loyalty Program I worked towards was for B2B construction companies, so high-frequency target customers. The one feature that really increased the usage was to display their current loyalty program stage (how many Euros they had left to spend to reach the next coupon) as a widget on their home page. It is prime real estate in eCommerce, but we saw a steep adoption after this change.

birds eye view of transaction in a store, showing store counter, tablet with vendor items, and a person paying with their phone

Are there systems you use to help with idea capture, roadmaps, stakeholder comms, design, etc?

On this, I am a huge fan of ProductBoard. It matches the best practices of Product Management so well, in a tool that actually helps you ask yourself the right questions. I’ve worked with it in every team I joined.

How do you go about B2B release planning? Sometimes B2B customers can’t accomodate frequent releases.

Very interesting question. At Hopin, we recently switched from a weekly release cycle to a monthly release cycle. We started delivering so many features as we grew from 50 to almost 1000 team members in recent months. This leaves more time for Marketing teams to market the features, increase users adoption. But at the same time requires much more preparation and planning on PM side. If you miss a deadline, you push the feature back 1 month!

Check out: Product Templates: Feature Prioritization

Any final tips?

Sure, maybe to wrap up, I would advise you to focus on learning 2 skills :

  • Make sure to know how to identify the key problems to solve for your team(s)
  • and how to keep them focused (rejecting scope changes and distrations), while remaining agile.

Want to hear more from Remi? Sign up for his talk on “How to keep focus during Hyper Growth” on January 27th! 

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