Product managers often need to make a clear-cut decision: what should we build next? But the decisions which hold real importance go beyond adding features.
It’s about getting what makes people tick.
It goes way beyond what you would expect, getting into how people behave and using game theory.
These areas give insight into how users decide and how a product’s design can improve growth and keep people interested.
This is what Amarachi Nnochiri excels at. She is a senior product manager that knows how to use economics and psychology in her job.
She goes beyond simply managing product tasks; she develops whole product systems based on how users think, feel, and use a service. Her background shows how understanding human psychology and behaviour can give you a significant advantage in the competition.
One idea Amarachi uses is “loss aversion.” In this scenario, people feel worse about losing something than they feel good about gaining something of equal value.
She uses this when designing her products, mostly when it comes to pricing and getting people to try new strategies. For example, instead of giving a free trial, she might use a freemium setup where users get some stuff for free but could lose it if they don’t buy an upgrade. This pushes them to pay.
She might also use progress bars or streak counters, since losing progress gets people to keep using the product.
Amarachi also uses ideas from “game theory” to get how users act and change their behavior. She realizes that users are doing more than operating a product, but are playing a game with other users or with the product itself. She designs things that use ideas like “Nash equilibrium,” where nobody can do better by changing what they’re doing. For a social product, this could mean creating a system where doing something good for yourself (like inviting friends) also helps everyone else. This makes the whole thing stable and positive.
Her know-how in game theory also applies to making strong “network effects.” This means making stuff that gets better as more people use it.
A good example is a social network where each new user makes the product more helpful for everyone else. Amarachi endeavours to make things go viral on purpose, not just by luck.
She might use “commitment devices,” which are things that make a user stick with a behaviour by making them depend on it socially or functionally. For example, inviting team members to a tool makes the user stick with the platform and makes the product’s network stronger.
This way of thinking is better than just following the usual steps. By using these economic and psychological tricks, Amarachi develops competitive advantages which are difficult to replicate.
She knows that a company’s best thing is not just a simple interface, but a product that’s designed to sync with how people behave.
Her product choices aren’t just about the needs of users, but equally focus on motivating them to like the product, use it, and stick with it.
In her work, choosing a subscription price isn’t just a business thing; it’s about behaviour. Designing a social feed isn’t just about the content; it’s about balancing what people want and watching how they interact. Amarachi knows extensively about the economics of product decisions. This makes her products innovative and appealing to human behaviour, which leads to more use, keeps people around, and helps the product grow. She’s a leader in product management, where identifying customer desires is backed by understanding human motivation.