WHY THE CONCEPT AND TOOL IS NEEDED? (done)
Use-case allows to more precisely identify and define need based user groups and segments. And identifying needs is critical in deciding which direction to develop the product or service.
Here it is important to make a distinction between demographic, psychographic, behavioral and needs bases segments.
Demographic user segments rely on differentiation through qualities like income, age, living area to distinguish key user groups. Demographic segmentation is useful for basic targeting but may not capture the nuance of why different groups use your product.
Psychographic segmentation goes a step deeper and considers the values, attitudes, interests, and lifestyle of the user. This type of segmentation might help you understand not just who your users are, but also why they behave in certain ways. For instance, while demographic data may tell you that a majority of your users are young adults, psychographic data could reveal that they are environmentally conscious, but entirely disengaged and disinterested with the product category you are working on.
Behavioral segmentation takes into account the user's interactions with the product or service, such as how frequently they use it, the features they use the most, or the time of day they are most active.
Needs-based segmentation is perhaps the most important but also the most challenging to get right. It requires a deep understanding of the problems or needs that your product is solving for the user. This is where use-cases become extremely important. By mapping out specific scenarios where your product is used, you can identify unique needs that might not be apparent through demographic, psychographic, or behavioral analysis alone.
For example, a ride-sharing app could serve multiple needs-based segments: one that prioritizes low cost, another that emphasizes quick pickup, and yet another that values extra amenities like free Wi-Fi or water bottles. Each of these segments may cross demographic, psychographic, and behavioral lines but are united by a specific need.
In summary, while demographic, psychographic, and behavioral segmentation provide valuable lenses for understanding your user base, needs-based segmentation helps you pinpoint the exact problems your product is solving. By integrating all these forms of segmentation, product managers can gain a holistic understanding of their user base, thereby making more informed decisions on product development and feature prioritization.
ORIGINS
The concept of "use-case" originated in the realm of software engineering and system design, largely credited to Ivar Jacobson in the late 1980s. The idea was to describe a system's behavior as it responds to stimuli (either internal or external) in its environment. In essence, a use-case provides a detailed description of how a system interacts with an external entity, such as a user or another system, to accomplish a specific goal. Over the years, the concept has been adapted and applied across various disciplines, including product management, where it serves as a tool for understanding the multiple scenarios in which a product could be used. This is also how we are going to be using the concept.
A synonymous concept that you might have encountered before is Jobs-to-be-done theory. This approach popularized by Clayton Christensen, presents that consumers "hire" products or services to perform specific "jobs" for them. The central idea is to understand the underlying problems or needs that motivate a consumer to seek out a particular solution. This framework is more outcome-focused, emphasizing the end goals or desired states that users aim to achieve. By identifying these "jobs," product managers can tailor features and functionalities to solve real-world problems, thereby enhancing the product's value proposition. The theory provides a lens through which to view consumer behavior, focusing on the "why" behind a user's decision to engage with a product or service.
Consider the example of a mobile payment app. Using the Jobs-to-be-Done theory, a product manager might recognize that consumers aren't just looking for a way to transfer money electronically. They might be "hiring" the app to perform various jobs such as "splitting a dinner bill without the awkwardness”. Understanding this motivation is critical whichever terms or concepts we are using.
STRUCTURE
Being aware of a concept is not enough to properly apply it. Here are the 3 elements that will help us make sure we capture the essence of a use-case:
What situation? - This element identifies the context or setting in which the user engages with an action or solution. The situation sets the stage for the interaction, providing important clues about the user's needs and challenges at that particular moment.
What actions? - This part outlines the specific steps the user takes to interact with a solution or perform an action. Whether it's pressing buttons in an app, filling out a form, or performing a set of tasks, this element captures the journey the user undertakes to reach an outcome.
With what goals? - This is the crux of the matter, the ultimate objective that the user aims to achieve through their interaction with the action or solution. Understanding this goal is key to creating value and solving the user's problem effectively.
To illustrate this structure, let's apply the three-component logic to something as simple as using an alarm app:
What situation? - The context is "Every work day." This consistent situation tells us that the user is likely a working individual who has regular time commitments.
What actions? - The action in this case is "I use the alarm app." The user interacts with the solution by setting the alarm for a specific time, choosing options like snooze intervals or ringtones, among other actions.
With what goals? - The goal here is "to start my day routine on time." This is what the user hopes to achieve by engaging with the alarm app, providing a key insight into the value the solution needs to deliver.
The short use-case version would be:
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A) Every work day
B) I use alarm app
C) to start my day routine on time.
So this seems technically correct, but does it provide any new perspective or insight for us? Likely not. In order for the use-case to be useful, we should never stop at identifying the basic commodity need. We should dive-deeper and identify additional scenarios that might be applicable to a smaller user group, but reveal more complex needs:
While the initial, straightforward use-case may be technically correct, it often fails to provide in-depth insights that can drive innovative solutions. Simply stopping at identifying the basic "commodity need" won't differentiate your solution in a competitive market or meet the nuanced needs of your user base. Therefore, to make the use-case genuinely useful, it's crucial to dig deeper and identify additional, more nuanced scenarios that could be relevant to sub-segments of your user population. These scenarios can reveal complex needs that your action or solution could address to add significant value.
For example, consider the modified use-case: "Every work day, I use a silent alarm to start my day without waking up my family." Here, the situation and timing are the same as in the basic use-case, but the actions and goals have added complexity. The action isn't just using an alarm; it's using a silent alarm. The goal is not just waking up on time, but doing so without disturbing family members. This refined use-case suggests a need for features like vibration-only alarms or gradual light-based wake-up solutions.
Similarly, consider another nuanced scenario: "Every work day, I leave the phone in another room so that I would be forced to get up to switch it off and not fall back to sleep." The situation remains consistent—'Every work day'—but the action and goal have changed significantly. The action of leaving the phone in another room indicates a behavioral strategy to fight the urge to snooze. The goal is not just to wake up but to actually get out of bed. This could inspire features like a remote deactivation process or integration with smart home devices to gradually increase room lighting to facilitate waking up.
💡
A) Every work day
B) I use silent alarm
C) to start my day without waking up my family
💡
A) Every work day
B) I leave the phone in the other room ?
C) so that I would be forced to get up to switch it off and not fall to sleep again
By identifying these more specific and nuanced use-cases, you delve into the intricacies of different user behaviors and goals, providing you with richer data to guide the development of actions or solutions that truly resonate with the user's needs.
THE IMPORTANCE OF THE USE-CASE
Understanding the use-case is critical not just for product development but also for the long-term success and sustainability of a business venture. In this example, we will explore two distinct use-cases in the context of a digital marketplace to illustrate just how influential a deep grasp of use-cases can be. We have labeled these two use-cases as "budget buyer" and "pragmatic value seeker."
Budget Buyer: In the case of the budget buyer, the use-case is: "When I am short on money, I look for the cheapest deals to get essentials for my family." From this, it's clear that the primary concern is cost, followed by essential needs. This insight could guide the marketplace in developing features such as a dedicated discount section, lowest price filters, and real-time sales alerts. By focusing on these aspects, you’re effectively catering to this user segment's immediate pain point, which is the need to save money while covering essential family needs.
Pragmatic Value Seeker: Contrast this with the pragmatic value seeker, whose use-case is: "When I want to buy a brand I like, I monitor marketplaces for an extended period of time to get a better deal for a good brand." This user group isn’t necessarily constrained by budget but is looking for value in trusted brands. They are willing to invest time to get a deal. For this segment, you might develop features like a favorites function, deal alert mechanisms, and specialized filters for top brands in category listings.
While both segments may seem to be financially conscientious at first glance, focusing on one over the other would steer the product development in entirely different directions. For the budget buyer, quick, easy access to the cheapest deals would be paramount, possibly necessitating a simplified, fast-loading interface with very straightforward navigation. For the pragmatic value seeker, a more complex, feature-rich environment that allows for brand comparisons, long-term tracking, and personalized alerts would be more fitting.
Understanding these subtle but critical differences between use-cases can inform not just the feature set but also the overall user experience, marketing strategy, and even business model. It will help you make more informed decisions, prioritize development tasks, and allocate resources more efficiently. Even if you're an early-stage team or a solopreneur, taking the time to clearly define and understand your use-cases can be a game-changer, providing a foundational guide for your entire venture.
PROCESS
It is also important to know how to approach use-case generation. Here are the most common approaches:
User Interviews Focusing on last Instances: One effective way to generate rich data for use-cases is through user interviews that specifically ask about the most recent instance of using the action or solution in question. This "last instance" approach often yields more accurate and detailed responses because it taps into recent memory, avoiding generalizations or idealized views. Questions like, "Can you walk me through the last time you used [the product/service]?" or "What was your primary goal the last time you engaged with [the solution]?" can offer precise insights into the situations, actions, and goals that make up real-world use-cases.
Competitive Analysis Through Messaging: Another valuable approach is to conduct a competitive analysis focused on the messaging used by competitors. Examining how competitors position their solutions in the market, the specific language they use, and the features they emphasize can offer valuable clues about what use-cases they are targeting. This can help you deduce gaps in your own use-cases or even inspire new ones that your competitors may have overlooked.
Alternative Approach: Brainstorming and Future Validation: For early-stage brainstorming can serve as an independent but crucial method for generating use-case inputs. In the absence of extensive internal or external feedback channels, put on your user hat and think creatively. Try to envision a wide array of situations, actions, and goals that prospective users may experience. Use your industry knowledge, preliminary research, or even your own pain points as starting points to create potential use-cases. Make a list of these brainstormed scenarios with the understanding that they are hypotheses needing future validation. As your progress, these hypotheses can be refined and validated through interactions with actual users, experts, or other stakeholders, ensuring that they are aligned with real-world needs.
EVALUATION
When is a use-case formulation considered effective? A well-crafted use-case excels when it unveils unique insights into the underlying reasons and motivations that drive specific choices and actions. Rather than just cataloging what users do, a robust use-case digs deep into the 'why' behind those actions. This often involves thinking creatively about different situations that users may find themselves in or making keen observations about real-world behavior. Such exploration can unearth insights that are not yet fully leveraged by existing products or brands, offering a potential competitive edge.
For instance, consider someone who's diving into the realm of fitness-related behaviors. Numerous small but impactful discoveries can emerge from careful observation and analysis. Here are a few examples:
Outdoor Training and Audio Instructions: You may notice that when training outdoors, people prefer using audio exercise instructions. This choice isn't random; audio allows them to maintain focus on their physical activity without the interruption of looking at a screen or manual, thus streamlining their exercise routine.
Home Training Preceding Gym Visits: Another observation could be that before committing to a gym membership, many people start with home workouts. This may seem like a matter of convenience, but it's often about easing into a new routine to mitigate social anxiety and pressure. Recognizing this can lead to the development of features or products that bridge the transition from home workouts to gym-based routines.
YouTube for Home Workouts: When exercising at home, you might observe that people often turn to YouTube content from various trainers to diversify their routines. This isn't just about the availability of free resources; it's about wanting to inject some variety into their regimen to stay engaged and motivated.
Each of these points is a small revelation, but they can significantly impact how a fitness product or service is designed, marketed, and improved. Therefore, a good use-case doesn't just describe a general need; it gives you a nuanced understanding of the user's mindset and environment, setting the stage for targeted innovation and more effective solutions.
PROCESS OF VALIDATION
The notion that use-cases are primarily qualitative can sometimes lead to the misconception that they can't be evaluated quantitatively. However, effective validation often requires a blend of both qualitative and quantitative metrics. Let's delve into how you can prioritize use-cases by considering four key dimensions: frequency, affected population, importance, and competition.
Frequency: Understanding the frequency with which a problem or need occurs is crucial for determining its overall impact. If a problem occurs infrequently, it may not warrant immediate attention. On the other hand, a problem that arises often could signify a more systemic issue that demands prompt action. Quantifying frequency can involve surveys, analytics data, or tracking user behavior over time.
Affected Population: Next, consider the scale of the need by identifying what percentage of your user base or target population is affected. While niche problems can be impactful, the extent of the affected population will often help you weigh the potential reach of a solution. This can be determined through market research, customer segmentation, or even quick polls within your user community.
Importance: How significant is the problem to the user? A less frequent but high-impact problem can sometimes outweigh a frequent but minor inconvenience. Assessing importance can be somewhat subjective but can be quantified through user interviews, surveys, or customer feedback. Ranking the level of importance allows you to better allocate resources where they'll make the most difference.
Competition: Finally, examine how well the need is currently being addressed by existing solutions or alternatives in the market. If competitors have already solved the problem adequately, then the use-case might not be a high priority unless you can offer a significantly better or more innovative solution. Competitive analysis, customer reviews of similar products, and direct user feedback can provide valuable insights here.
By systematically evaluating each use-case against these criteria, you're not just prioritizing them based on anecdotal or qualitative data; you're applying a more structured, data-driven approach. This method offers a rounded view that informs you not only whether a particular use-case is worth pursuing but also how urgently it needs to be addressed