15 Practical Tips for Better Product Design
The appearance of a product is a pivotal factor in its success for several reasons. Firstly, it’s often the first point of interaction between the product and the consumer. A product’s look can communicate its quality, usability, and the brand’s values. A compelling design in a market saturated with options can make a product stand out, influencing consumer preference and driving sales. Aesthetic appeal can also evoke emotional connections, making the product memorable and fostering brand loyalty.
However, determining the right look for a product is a pickle. It requires a deep understanding of the target audience’s preferences, cultural nuances, and current design trends. Missteps in design can lead to poor sales or even brand damage if the product’s style does not resonate with or is misunderstood by the intended market. Moreover, the look must balance being trendy to attract attention and timeless enough to remain relevant, which is no small feat.
The design process involves juggling functionality with aesthetics; a product must look good and perform well. This synergy between form and function demands creativity, research, and often iterative testing. Additionally, the constraints of materials, manufacturing costs, and sustainability goals further complicate the design landscape. Thus, crafting a product’s appearance is both an art and a science, making it a critical yet complex endeavor.
As a product leader, this will be one of your most difficult scenarios. However, it’s also where you can truly make your mark and put your new product on the path to success. Let’s look at 15 tips to answer the question, “But what should it look like?”
Tip #1: Read The Design of Everyday Things, by Don Norman.
The best place to start is to understand the basics of design from a master. This is a classic for impactful design. The Design of Everyday Things by Don Norman is a foundational book in user-centered design that explores how products should be designed to align with human behavior and psychology.
Norman emphasizes the importance of intuitive design, usability, and user feedback, helping product managers, designers, and engineers create products that users find intuitive and satisfying. The book introduces key principles and concepts that allow practitioners to design effective, user-friendly, and enjoyable products. Click here to get your own copy, or click here to read a summary of The Design of Everyday Things.
Tip #2: Use a branding and style guide. (If one doesn’t exist, create it.)
A branding and style guide is invaluable for new products because it establishes a consistent visual and communicative identity. Consistency in branding helps in building recognition and trust among consumers. When a product’s packaging, marketing materials, and digital presence adhere to a unified style guide, it reinforces the brand’s image, making it instantly recognizable across various platforms and touchpoints. This consistency aids in creating a professional and cohesive look, elevating a new product in a competitive marketplace.
Moreover, a style guide is a roadmap for all involved in the product’s lifecycle, from designers to marketers, ensuring everyone understands the brand’s vision, voice, and values. This can streamline decision-making, reduce miscommunication, and save time and resources spent on debates over design elements. This guide is crucial for maintaining brand integrity during the expansion or diversification of new products. It also ensures that its core identity remains intact as the product grows or evolves, fostering brand loyalty and facilitating market penetration. I’d strongly recommend working with a professional design firm to create your branding and style guide.
Tip #3: Work with Designers, But Trust Your Instincts
Collaborating with designers when launching a new product is key because they bring professional expertise, creativity, and an understanding of design trends and user experience that can significantly elevate your product’s appeal. Designers can translate your vision into something tangible, ensuring the product looks good and functions effectively for its intended audience.
However, trusting your instincts when closest to the customer is equally important. You’ve done the customer research. You have visited and studied customers. You know their culture.
You have a unique understanding of your product’s purpose and your brand’s core values. If something in the design process doesn’t feel right or aligns with your vision, pushing back can be crucial. This balance ensures the final product reflects both professional design best practices and your personal or brand’s ethos, ultimately leading to a product that resonates more deeply with its market.
Tip #4: Educate Designers on Customers, Competition, and Positioning
Educating designers about the customers, their culture, and the desired product positioning is crucial for creating deeply resonating products. Designers must understand the functional requirements and the emotional and cultural context in which a product will be used. This knowledge helps craft aesthetically pleasing designs, culturally relevant and emotionally engaging, enhancing user satisfaction and loyalty. For instance, understanding cultural nuances can prevent design faux pas and ensure that color, imagery, and messaging align with cultural sensitivities or preferences.
Also, bringing designers along during your qualitative market research provides invaluable firsthand experience. Direct interaction allows designers to observe behaviors, gather live feedback, and understand the real-world context of product use. This immersive experience can inspire more innovative solutions, as designers can see beyond data to the human stories behind it. It also fosters empathy, which is essential for user-centered design, ensuring the product not only meets market needs but also fits seamlessly into the lives of its users, enhancing both functionality and appeal.
As a bonus, if you create personas as part of your process, bring your designers into this experience. It is helpful for them to hear your customers “come to life” as personas. Encourage them to take notes, share with you, and participate in these activities.
Tip #5: Gather Themes During Discovery Interviews
Gathering cultural themes and desires from customers in qualitative interviews during the Voice of the Customer (VoC) process can profoundly influence the physical product design.
Granted, this can feel a bit fuzzy, and is certainly more difficult than our primary mission of Discovery Interviews, to compile a list of customer desired outcomes. However, understanding cultural nuances allows designers to craft products that resonate more deeply with their audience, respecting and reflecting cultural values, traditions, and aesthetics.
This insight can guide decisions from color schemes and materials to product functionality that aligns with cultural practices or expectations. For instance, what general themes do they look for? Do they want products to look austere or more classical?
Also, take some cues from the desired outcomes themselves. For example, if a theme around “durability” begins to form, then the design could include larger bolts or diamond plate steel patterns. Left to their own, engineers will build functionality while reducing costs. However, this cost reduction objective could counter the design themes that otherwise would have pleased customers.
After all, we design products for people, and people make quick judgments based on appearances.
Tip #6: Bring Designers along on Customer Discovery Interviews
Bringing product designers along during onsite, qualitative customer interviews offers several advantages. Firstly, it allows designers to directly observe and interact with the end-users in their natural environment, gaining insights beyond what might be captured through secondary reports or data. This direct interaction helps designers understand what customers say they want and how they use products, their pain points, and their unspoken needs.
Seeing the context in which the product will be used can spark innovative design solutions or adjustments that might not be apparent in a more abstract setting. Additionally, this experience fosters empathy, enabling designers to craft solutions that are not only functional but also emotionally resonant. Real-time feedback during these sessions can also lead to immediate design iterations, making the development process more agile and responsive. Ultimately, this approach ensures that the product design is deeply informed by the lived experiences of its users, enhancing relevance, usability, and market fit.
By the way, customer interview training, such as one finds in New Product Blueprinting, is a great idea for designers and all extended members of your product team.
Tip #7: Build a Perceptual Map with Design Themes
Using descriptive themes, a perceptual map visually represents your product relative to your competition. Imagine that your company makes “bear spray.” This is a pepper-infused spray crafted to deter bears in the wilderness. The map below has five possible designs, each placed on two axes. One represents a continuum of functional vs. toy, and the other represents masculine vs. feminine.
If you captured some of these themes during your qualitative (Discovery) customer interviews, then you can compare each on this map. By the way, consider involving customers in this exercise, letting them place the concepts on the map. They can often do this better than you and your colleagues because they are less likely to “game” the placement to create a desired result.
The perceptual mapping process helps to add objectivity into concept refinement and selection, a great improvement over sitting in a conference room and discussing which ones you like best.
Tip #8: Stay Informed about Design Trends
As any astute product manager knows, staying current with design trends is beneficial and essential for survival in the marketplace. Design trends give us a map of the ever-shifting landscape of consumer tastes and technological advancements. We need these trends. They guide us through the complexity of what’s visually appealing and functionally relevant in an age where aesthetics can dictate success or failure. We have no idea what new design challenges await.
As the modern prophet of industrial design, Dieter Rams, suggested, “Less but better.” We don’t need a checklist of designs but rather principles, not a catalog but a philosophy. We need to see how the physical form relates to user experience. We need a template.
Take the automotive industry as a model. Here, we see the shift towards electric vehicles (EVs) reshaping design, where sleek, minimalist exteriors and interiors filled with digital interfaces speak to a green yet luxurious future. The trend towards sustainability has pushed designs to incorporate recycled materials, reflecting not just a look but a statement.
The product manager who grasps these trends will see further. They’ll discern what to emphasize in a product’s design… and what to leave behind. They’ll understand the consumer’s evolving desires, seeing through the mirage of outdated styles to what truly matters. They’ll craft products that don’t just fit into the market but shape it.
But to master this, one must embrace the details and the nuances of new design languages. Don’t fear; understanding comes in stages, not all at once. The thought experiment is your guide. Sometimes, the vision clears with time.
Tip #9: Embrace “Form Follows Function”
“Form follows function” is a maxim, a beacon for design philosophy, suggesting that the shape of a product should be derived from its use. It’s not about aesthetics first but utility. The form is a servant to the function, sculpting itself to best perform its role. In the chaos of design choices, this principle is our compass.
For product managers, this is not just a guideline; it’s a doctrine. Understanding this means you’re not just creating products but solving problems. You grasp that the best design isn’t the prettiest but the one that works seamlessly within its context. You’re tasked with translating needs into tangible, effective solutions. If we can align form with function, we transcend mere decoration to deliver true value.
Ignoring this principle leads to products that might dazzle but fail to serve. The product manager who lives by “form follows function” crafts successful and meaningful items, ensuring every curve and line has a purpose beyond the eye.
Tip #10: Design for your Target Market, Not for Company Executives
The objective of great design isn’t to please executives’ egos. Design must echo the desires of those who will use it, not serve as a canvas for corporate vanity. We need designs that speak to the user, for in the end, their approval defines success. We have no idea what executive whims might lead us astray.
The product that reflects its market is like a well-tuned instrument, playing the symphony of its users’ needs. If executive influence dictates design without market validation, we risk creating noise, not music. We aim to craft products that resonate, not just impress.
The wise product manager knows this: the market’s pulse should guide the pen. It’s not about asserting power but about achieving harmony. The thought experiment here is to put yourself in the customers’ shoes, not your executives. Sometimes, the clearest vision of success comes from outside the boardroom.
Tip #11: Be wary of Non-Business Objectives
As any prudent product manager knows, the siren call of political correctness can lead us into a design nightmare. We must design with integrity, not just to appease the contemporary zeitgeist. We have no idea how these external pressures might distort our compass.
We don’t need to follow every trend; we need to discern. Not every wave of political correctness aligns with our market. We require a steadfast commitment to our users’ true needs, not just to the loudest voices in the room. We need authenticity.
The pressure to conform can be intense, pushing us towards designs that might not resonate but merely reflect current political climates. But as product managers, our role is to be the voice of the customer, not an echo of societal pressures. We must remember our products are for them, not for the accolades of the politically correct.
The wise product manager stands firm, knowing that true success lies in meeting the customers where they are, not where politics dictate they should be. The thought experiment is to consider, “Does this serve our customers, or just appease a moment?” Sometimes, the bravest act is to sail against the current for the sake of real connection.
Tip #12: Encourage Designers to Provide Multiple Options, from “Safe” to “Wild”
The early stages of design are like a garden of possibilities, where each sketch is a seed with potential. Encouraging designers to sprout multiple early sketches, from the safe to the wild, cultivates innovation. We need diversity in thought, for we find the gems of creativity in variety. We have no idea where the next brilliant idea lies.
We don’t need to rush to a single “best” design; we need exploration. Not a quick convergence but a journey through different landscapes of imagination. We require patience, not haste. We need to see what’s good in each sketch, understanding that every idea holds a puzzle piece.
The pressure to choose can feel overwhelming, but wisdom lies in delaying that choice. Instead, we should reflect on each design, asking what elements work and why. Then, empower the designer with the freedom to mix, match, and evolve, creating new iterations from the best parts of all.
The wise product manager nurtures this process, knowing that innovation often comes from synthesizing diverse ideas. The thought experiment is to see each sketch not as an end but as a step in a dance of design, where the final form might be a beautiful fusion of many beginnings. Sometimes, the path to the ideal design is through the exploration of many.
Tip #13: Don’t Select the “Best” Concept with a Vote
Passing images around a conference table for a “vote” is like trying to conduct an orchestra with a dozen conductors; the result is discord, not harmony. We need focus, not a cacophony of opinions. Design is not a democracy where every voice has equal weight. We have no idea how well each stakeholder truly grasps the nuances of good design.
We don’t need a poll; we need expertise. Not a broad consensus but a sharp, focused decision-making process. We require clarity, not confusion. Involving too many can dilute vision, turning a design decision into a popularity contest rather than a strategic choice.
The pressure to involve everyone can be strong, but wisdom lies in restraint. The team that decides should be as small as possible, ideally just the product manager and a designer. They are the ones most attuned to the product’s soul, its market, and its purpose.
The wise product manager understands that good design emerges from thoughtful consideration, not a show of hands. The thought experiment here is to imagine each design not as a candidate for popularity but as a solution to be critiqued and refined. Sometimes, the best decisions are those made in a quiet room by those who truly understand the challenge.
Tip #14: Trust Opinions to the Degree that One Knows the Customer
In design, opinions should not be weighed equally; the depth of understanding should measure them. The influence of one’s opinion on product design ought to be directly proportional to their knowledge of the customer segment, the time spent with those customers, and their membership within that segment. We need insight, not just input. We have no idea how much a detached opinion can misguide us.
We don’t need a chorus of voices; we need the voices of those who truly know. Not just any opinion but informed perspectives. We require depth, not breadth. Someone who has lived the customer’s experience, spent hours in their world, or is part of that segment, speaks with authority.
The pressure to consider all opinions can be overwhelming, but wisdom lies in discernment. The more someone understands the customer’s life, the more their opinion should guide design decisions.
The wise product manager understands this: the best design advice often comes from those closest to the customer’s reality. The thought experiment here is to consider each opinion not for its loudness but for its proximity to customer truth. Sometimes, the most influential voices are those whispered from direct experience or deep empathy.
Tip #15: Obtain Feedback from Customers on Designs
Feedback on product designs is vital. It’s the compass that guides us through the fog of our assumptions. We need this feedback to refine to perfect. We have no idea how our vision might misalign with reality without it.
We don’t need to settle after one design; we need iterations. Not a single draft but a series of evolutions. We require a dialogue with our users, not a monologue. Feedback is the pulse we check to ensure our product’s heart beats in rhythm with our market’s needs.
The pressure to launch can be immense, but wisdom lies in patience. Each round of feedback, each iteration, is a step closer to excellence. We must embrace this cycle of update and critique, understanding that each loop sharpens our product’s relevance and appeal.
The wise product manager sees this process not as a delay but as an investment in quality. The thought experiment is to view each feedback round as an opportunity to learn to improve. Sometimes, the path to a great product is paved with many small, thoughtful adjustments.
15 Tips for Product Design, Final Thoughts
What should the thing look like? Resolving this isn’t easy!
Where do these tips come from? Mainly from my time at John Deere, where brilliant people, including market research firms and design firms, surrounded me. Ross Teague notably recommended the Perceptual Map and it became the basis of a design process in which we tried to make an inherently subjective process as objective as possible. John Arthur was a colleague who cleverly noted how companies used oversized bolts and steel to promote a certain image. Bolts became styling! James Jeng and Clarence Brewer were brilliant market researchers who kept us grounded in data analysis so that we didn’t become too overconfident as we wandered off the map of safe and established standards. Finally, our program manager, EJ Smith, was a master of working with engineers, designers, and executives that held the whole thing together.
All in all, it was a well-balanced program to make product design as much of a process as it could be. These tips represent the methods the folks above and many other contributors brought together.
Once again, consider why this is not easy. We must craft something functional, true to our brand’s ethos, and in step with the latest design trends. But design is not just science; it’s art steeped in subjectivity. We need to balance, not just juggle, these elements. We have no idea how many invisible threads are pulling at our design decisions.
We don’t need a perfect formula; we need balance. Not just to meet standards but to resonate. We require navigation through a sea of opinions, where each wave is an executive’s perspective or a team member’s intuition. The pressure from all sides can be intense, with each stakeholder believing their aesthetic judgment is paramount.
The wise product manager understands this: design decisions blend data, trends, brand identity, and individual taste. These 15 tips greatly summarize the most critical elements of how I’ve personally witnessed excellence in product design.
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