In this post, Mohammad Vaghef runs through some storytelling techniques that can be used to make products more memorable and engaging

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Storytelling is a powerful means of communication that has the ability to move and inspire us in ways that raw data cannot. In product management, great storytelling is often the key to success. Just look at Steve Jobs and the way he combined product management and the art of storytelling. And it’s not just Apple – companies like Nike, Coca-Cola, and Tesla have also leveraged the power of storytelling to create compelling product narratives that resonate deeply with their customers.

User stories and storyboards are common practice in product development, but the full potential of storytelling is often overlooked. In this article, I’ll show you how to expand your storytelling skills to better understand your customers and create even more compelling product narratives. By incorporating narrative structures and creative writing into your product management toolkit, you can connect with customers on a more emotional level and drive greater success.

Write what you know

“Write what you know” is a rule of creative writing that is often misunderstood. It is not about limiting yourself to writing only about your own experiences. Instead, use your experiences as a starting point and expand on them by seeking out new knowledge and experiences.

This also applies to product development. As product people, we should aim for deep knowledge of our customers by understanding how they live, act and interact with the world, and what problems they face. Our product should be a solution to their problem, not just a collection of features.

To understand our customers effectively, we can listen to their stories. One way to do this is by asking questions that prompt them to share their experiences, such as “Tell me about a time when…” By actively listening to their stories, we can gain insight into their pain points and understand their problems. In product stories, the customer should always be the protagonist, not the product or the company. It’s the customer journey narrative, not the success story of the product or the company.

Customer profiling is a powerful tool for understanding your customers. By creating customer personas and writing their stories, you can better understand their different problems and how your product can help solve them. You should also understand your market and competitors to make sure that you deliver an original and memorable story that sets you apart.

Let’s say you’re developing a music streaming app. By asking your customers to share their experiences of online music streaming, you can gain insight into their pain points and create customer personas that represent the different types of users of your app. You can write their stories and use this knowledge to develop features and design your product in a way that meets their needs and solves their problems.

In conclusion, “write what you know” is not about limiting yourself to what you already know. It’s about using your experiences as a starting point and seeking out new knowledge and experiences. In product development, this means getting to know your customers and understanding their problems through their stories. By making your customer the protagonist and understanding your market and competitors, you can deliver a unique and memorable story that sets your product apart.

Story structure

Every story, including a product story, has a beginning,  middle and end. The beginning is the exposition, which introduces the setting, characters and conflict. In the case of a product story, this includes whatever happens before your customer uses your product. You should consider why they might need your product, what challenges they might face without it, and what triggers them to consider using it.

The middle is the rising action, where the conflict intensifies, and the characters face obstacles and challenges. In a product story, this is when your customer starts using your product. You should consider what happens when they use it, how it helps them, and what challenges they might still face while using it.

The end is the resolution, where the conflict is resolved, and the characters achieve their goal. In a product story, this is what happens after your customer uses your product. You should consider the long-term benefits of using your product and how it solves their problem or meets their needs. Additionally, you may want to explore what your customer’s next steps might be after using your product.

This three-act structure played a key role in Apple’s success with the iPod. The exposition in the iPod story was the state of the music industry at the time: lots of bulky, unattractive, and non-user-friendly MP3 players on the market. The rising action was the development of the iPod, its easy-to-use interface, and its accompanying iTunes software, which solved many of the problems faced by music listeners. And the resolution was the launch of the iPod and the accompanying iTunes Store, which made buying and managing music more accessible than ever before.

Apple’s story of the iPod and its ecosystem followed the three-act structure, which helped to make it so compelling and memorable. By introducing the problems and obstacles faced by music listeners, and then showing how the iPod and iTunes overcame them, Apple created a story that resonated with its customers and made them feel part of a larger narrative. In doing so, Apple didn’t just sell a product, but an experience and a lifestyle.

The success of the iPod shows the power of storytelling in the world of product development. By framing a product as part of a larger narrative, companies can create an emotional connection with their customers, which can ultimately be more valuable than any individual feature or specification. The three-act structure is just one tool that product developers can use to create compelling product stories that resonate with their customers on a deeper level.

The story worth telling

A skilled product manager knows that the key to successful product development is understanding the “why” behind the product, and this is where storytelling becomes an invaluable tool. According to author Robert McKee, a compelling story is one that resonates with people and is worth sharing with the world. This concept lies at the heart of product management – finding a story that is worth telling.

To make your story compelling, you must find a “why” that connects with your customers, team, and stakeholders. Just like in a great story, the “why” is what engages the audience and makes them care about the characters and what happens to them. In the case of a product, the “why” is what makes users care about the product and why they should use it.

As a product manager, it is crucial to communicate the “why” behind your product in a way that is both effective and compelling. A product manager who can tell a story that explains not only what the product does but also why it matters is much more likely to succeed in bringing the product to market and making it a success.

Once you find a story that resonates with your audience, it is vital to keep telling it to everyone who will listen. This story will become the spirit of your product, inspiring customer loyalty and motivating your team. Keep refining and perfecting that story until it makes sense to everyone. Remember, your customers are the heroes of your story, and their satisfaction and success with your product are what ultimately make your story worth telling.

Consider the story of Intuit’s founder, Scott Cook. He recognized that managing personal finances was a hassle for him and his wife, and he knew they couldn’t be the only ones struggling. He founded Intuit with the goal of creating software that would make financial management easier for people. By communicating this “why” to his team and customers, Intuit’s products have become a go-to solution for millions of individuals and small businesses worldwide.

In conclusion, the power of storytelling in communicating the purpose of a product cannot be overstated. By finding a compelling story that resonates with your audience and effectively communicating the “why” behind your product, you can create a message that inspires loyalty and drives success.

Authenticity is key

Storytelling can be a powerful tool to help product managers create better products. By using storytelling techniques, product managers can inspire customers and investors, and help people better understand and communicate the purpose and value of their products. Even everyday product management activities, such as sprint planning and reviews, retrospectives, and daily stand-ups, can involve storytelling to some extent.

For example, Nike has a long history of using storytelling to connect with customers and inspire them to take their fitness to the next level. One of its most famous campaigns is “Just Do It,” which features athletes sharing their personal stories and struggles to motivate people to push themselves further. Nike’s storytelling has helped it to stand out in a crowded market and build a loyal following of customers who are inspired by its products.

Similarly, Tesla has been successful in using storytelling to showcase the value of its products. Tesla’s electric cars are not just a way to get from A to B, but a lifestyle choice that can help customers reduce their environmental footprint. Tesla’s marketing campaigns often feature stunning visuals and narratives that showcase the beauty and power of their products, making them more than just a method of transport.

Authenticity is key to effective storytelling, however. Simply dressing up a mediocre product with a great story won’t work. Customers can easily detect inauthenticity, so it’s crucial to stay true to your story and ensure it accurately represents the value of your product. Product managers should avoid being dull or boring, but at the same time, they must not compromise the authenticity of the story they are trying to tell. By using storytelling authentically, product managers can create more engaging and memorable products that resonate with customers and investors alike.