It was the type of assignment that Mike Milotich had been awaiting for most of his career. An innovative product team at American Express had just launched a promising new offering, and Milotich had been assigned to the group to help “optimize its day-to-day decision making”.
“I arrived when it had been live for only maybe 4 to 6 weeks, and all of the traditional metrics indicated that it was a runaway success,” explains Milotich, who adds that the early consensus among team members and even the company at large was, “Wow! It looks like we may really have something here”
As it turned out, the assignment provided Milotich with a singular perch from which to study the high-flying opportunity.
“My job was to determine what was driving this success and what we were seeing with regard to the behaviors of customers that could be fueling this,” comments Milotich, who notes that such insight could have potentially uncorked a new secret sauce for the company as a whole.
However, there would be no recipe for significant new revenue.
Observes Milotich: “As we started to dig deeper, we began to understand that we had a problem.”
The nagging question that began to haunt the product team was whether its new product was cannibalizing sales from existing customers.
“We set up a weekly meeting with the leader who ran the business, at which for an hour each week I would come in with analysis and say, 'Here’s what’s happening,'” recalls Milotich, who points out that at the time, the indications of cannibalization remained somewhat murky because behaviors of early adopters sometimes vary from those of broader customer segments.
As time moved forward, the leader and the greater team began to accept the idea that the product was flawed and changes were required.
“Then the discussion shifted to ‘How do we maintain many of the new innovative attributes of the product but make certain that it’s both almost as attractive to the customer and at the same time not something that’s going to damage us financially?,’” reports Milotich, who in the weeks ahead would begin working closely with the team’s marketing and sales executives to help them to reposition the product to mitigate the risk of cannibalization.
Says Milotich: “In something like a 6- to 9-month time period, we went from a kind of a euphoria to ‘Uh-oh!’ to then designing a solution that could hold on to the best parts of the product.” –Jack Sweeney
