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Here’s how I make product UIs feel less overwhelming: - Show only data and metrics that help users make decisions. Remove everything else. - Maintain consistent spacing and padding to create visual rhythm. - Use primary colors intentionally. Apply them only where attention is required, not everywhere. - Group... show more

Pratik

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29,269 次观看 • 6 个月前 •via X (Twitter)

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Sam Altman on why you shouldn’t track absolute user growth in the early days of a startup “Nothing but a great product will save you; you can get everything else right and it still won’t work.” He points out that almost all startup founders get the following wrong: “It is more important to have a small number of users that love you than a lot of users that like you… Eventually what you want of course is a lot of users that really love your product, but that’s almost impossible to do.” In practice, you have two choices: Deep and Narrow: “You have a small number of users that really love you and then find out how to find more and more of those users and broaden the appeal of the product.” Shallow and Wide: “You can have a lot of people that sort of use the product once or twice and kind of like it and try to figure out how to get them more engaged over time.” “With high confidence, I can say that you want to start with a small number of users that really love you. Almost all great companies have products that start this way.” He argues that a good indicator of users loving your product is retention and frequency of use: “In fact, I think this is so important that you actually shouldn’t track absolute growth in number of users in the early days of a startup. You should just track how often they’re using it… That’s a good early indicator of users that love you—better still is them spontaneously telling their friends to buy your product.” Follow Startup Archive for more tactical startup advice!

Sam Altman on why you shouldn’t track absolute user growth in the early days of a startup “Nothing but a great product will save you; you can get everything else right and it still won’t work.” He points out that almost all startup founders get the following wrong: “It is more important to have a small number of users that love you than a lot of users that like you… Eventually what you want of course is a lot of users that really love your product, but that’s almost impossible to do.” In practice, you have two choices: Deep and Narrow: “You have a small number of users that really love you and then find out how to find more and more of those users and broaden the appeal of the product.” Shallow and Wide: “You can have a lot of people that sort of use the product once or twice and kind of like it and try to figure out how to get them more engaged over time.” “With high confidence, I can say that you want to start with a small number of users that really love you. Almost all great companies have products that start this way.” He argues that a good indicator of users loving your product is retention and frequency of use: “In fact, I think this is so important that you actually shouldn’t track absolute growth in number of users in the early days of a startup. You should just track how often they’re using it… That’s a good early indicator of users that love you—better still is them spontaneously telling their friends to buy your product.” Follow Startup Archive for more tactical startup advice!

Startup Archive

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Curvance (Loading...)

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Stripe CEO Patrick Collison shares the tactics he used for finding product/market fit “We tried very hard to understand in granular detail what exactly it was that people were doing, where they were tripping up and so on.” Patrick gives some examples of specific tactics: • A public chat room to provide support to people integrating Stripe • For the first 10 users of Stripe, every API request sent an email to the founders so they could better understand how users were using their product and see if users were doing anything weird • All errors generated a high-priority email to the founders. This created a pleasant user experience where 15 minutes after hitting an error, Patrick could reach out to them and let them know the issue was fixed “These are all kind of examples of a general pattern of trying to be hyper-attentive to all the micro details of what people were doing in the product and iterating rapidly in response to it. Generally speaking, I think pre-product/market fit metrics are actually relatively unhelpful because probably not that many people are using your product. If it’s 20 users, you can in some sense afford to just look at everything they’re doing to understand what’s working and what isn’t.” Another example of this Patrick gives is embedding a text input on each of their web pages with placeholder text prompting users to give them useful feedback(e.g. “The worst thing about Stripe is…”, “The worst thing about this page is…”, or “I really hate the way Stripe does…”). As Patrick explains: “At that stage, you have to be kind of masochistic. We’d always be waking up to all these emails telling us all the terrible things about Stripe. But that was a helpful to-do list for the day ahead. Video source: Y Combinator (2018)

Startup Archive

45,833 次观看 • 6 个月前

Twitch founder Emmett Shear on how to resolve product roadmap disagreements Emmett argues that disagreement on what to build is actually quite rare after everyone has talked to users and looked at the data. Most disagreements in startups arise because people like to come up with product ideas without talking to users first: “You talk to your users first, and then you have ideas about your product. Almost everyone does it in the opposite order” He continues: “If you find yourself thinking: ‘I’m going to go talk to my users to validate my product idea’, you’ve gone horribly off the rails…If you haven’t talked to users and you haven’t looked at data, you don’t get to have an opinion about the product. The person who has actually done the work gets to have the opinion. You can have ideas, but they get to make the call.” In the rare case where both people have really talked to users and looked at the data and still disagree on what to build, it’s best to just have someone who is in charge (e.g. CEO). Don’t avoid conflict—talk and argue about it. But then let the decision maker make the call—otherwise decision making will just be way too slow. Reddit cofounder Steve Huffman adds to this: “I find myself saying one of two things a lot: (1) I don’t want to argue about it if we can just test it, and (2) I’m very willing to be surprised on this.” Video source: Stanford Online (2017)

Twitch founder Emmett Shear on how to resolve product roadmap disagreements Emmett argues that disagreement on what to build is actually quite rare after everyone has talked to users and looked at the data. Most disagreements in startups arise because people like to come up with product ideas without talking to users first: “You talk to your users first, and then you have ideas about your product. Almost everyone does it in the opposite order” He continues: “If you find yourself thinking: ‘I’m going to go talk to my users to validate my product idea’, you’ve gone horribly off the rails…If you haven’t talked to users and you haven’t looked at data, you don’t get to have an opinion about the product. The person who has actually done the work gets to have the opinion. You can have ideas, but they get to make the call.” In the rare case where both people have really talked to users and looked at the data and still disagree on what to build, it’s best to just have someone who is in charge (e.g. CEO). Don’t avoid conflict—talk and argue about it. But then let the decision maker make the call—otherwise decision making will just be way too slow. Reddit cofounder Steve Huffman adds to this: “I find myself saying one of two things a lot: (1) I don’t want to argue about it if we can just test it, and (2) I’m very willing to be surprised on this.” Video source: Stanford Online (2017)

Startup Archive

29,639 次观看 • 1 年前

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Cetus Box is live!🐳💙 Cetus Box is a toolbox built by Cetus🐳, designed to make using Cetus smoother and more intuitive for everyone in the ecosystem. It brings together useful tools shaped around how users actually interact with DeFi, helping traders and LPs track performance, understand positions, and make better decisions with clarity. With Cetus Box, you can: •Check yield from CLMM and DLMM pools •Track DLMM performance and generate clean PnL cards •Get a clearer view of how your strategies are performing Everything is built with usability in mind, focused on clarity, speed, and real value for everyday users. This is just the beginning. Cetus is building tools to make DeFi easier to understand and simpler to use over time. Try it here:

MIRAI DEGEN

17,504 次观看 • 7 个月前

Rahul Vohra on how to measure product/market fit Rahul Vohra is the founder and CEO of Superhuman. He was looking for a metric to measure product/market fit so that he and his team could optimize, and he came across the following methodology from Sean Ellis: Simply ask your users: “How would you feel if you could no longer use the product?” with three options: (1) not disappointed, (2) somewhat disappointed, or (3) very disappointed. It turns out that the benchmark for product/market fit across hundreds of venture-backed startups is 40% of respondents saying “very disappointed”. And as Rahul puts it: “If more than 40% of your users would be very disappointed without your product, then you should focus on growing your company. If less than 40% of your users would be very disappointed without your product, then you’ll probably struggle to grow.” 40% may not sound like a lot, but it’s an incredibly hard benchmark to beat. For example, Slack posed this to 731 customers early in the company’s history, and 51% said they would be very disappointed without Slack. One might expect a terrific product like Slack to have a score of 60-80%, but that wasn’t the case. Rahul’s explanation of why the response options are focused on disappointment rather than happiness is interesting too: “I think the reason behind that is that if you ask people how they feel about a product and you give them positive potential responses, I think it invites more bias. People are more likely to be polite. And it also doesn’t get to the heart of the matter which is: how necessary has your product become in people’s lives? If you’re trying to build a company that’s going to stand the test of time, you really do have to build a product that matters and that people ultimately come to depend on because it’s just so incredible at what it does. And that’s what this question gets to the heart of.”

Rahul Vohra on how to measure product/market fit Rahul Vohra is the founder and CEO of Superhuman. He was looking for a metric to measure product/market fit so that he and his team could optimize, and he came across the following methodology from Sean Ellis: Simply ask your users: “How would you feel if you could no longer use the product?” with three options: (1) not disappointed, (2) somewhat disappointed, or (3) very disappointed. It turns out that the benchmark for product/market fit across hundreds of venture-backed startups is 40% of respondents saying “very disappointed”. And as Rahul puts it: “If more than 40% of your users would be very disappointed without your product, then you should focus on growing your company. If less than 40% of your users would be very disappointed without your product, then you’ll probably struggle to grow.” 40% may not sound like a lot, but it’s an incredibly hard benchmark to beat. For example, Slack posed this to 731 customers early in the company’s history, and 51% said they would be very disappointed without Slack. One might expect a terrific product like Slack to have a score of 60-80%, but that wasn’t the case. Rahul’s explanation of why the response options are focused on disappointment rather than happiness is interesting too: “I think the reason behind that is that if you ask people how they feel about a product and you give them positive potential responses, I think it invites more bias. People are more likely to be polite. And it also doesn’t get to the heart of the matter which is: how necessary has your product become in people’s lives? If you’re trying to build a company that’s going to stand the test of time, you really do have to build a product that matters and that people ultimately come to depend on because it’s just so incredible at what it does. And that’s what this question gets to the heart of.”

Michael McGuiness

67,106 次观看 • 2 年前

Q: How do you decide which customers to listen to? As Superhuman founder & CEO Rahul Vohra puts it: “In a world where you’re drowning in feedback—and most startups are drowning in feedback—you have to filter it down to only the stuff that’s going to increase the number of people who fall in love with your product.” Most startups will listen to all feedback from on-the-fence customers, but this isn’t targeted enough and will often lead to a muddled, incoherent product. As Rahul argues in the clip below, you need to identify the main benefit of your product—for Superhuman this was speed. And then focus on the feedback of on-the-fence users who also view this as the main benefit—there’s often something small holding them back. Users for whom your main benefit does not resonate (e.g. Superhuman users who value offline capabilities rather than speed), are unlikely to ever fall in love with your product. When Superhuman ran this analysis in 2015, they found that the main thing holding back users who viewed speed as the main benefit was their lack of a mobile app. Probing further, they found some less obvious and more interesting requests, such as integrations, attachment handling, calendering, unified inbox and read receipts. With a clear understanding of their main benefit and missing features, they were able to move this cohort of users from on-the-fence into the territory of enthusiastic advocates. As Rahul puts it in his Product Market Fit Engine article: “To increase your product/market fit score, spend half your time doubling down on what users already love and the other half on addressing what’s holding others back.” But make sure you’re focusing on users who love the main benefit of your product. Users who don’t are unlikely to ever fall in love with your product.

Q: How do you decide which customers to listen to? As Superhuman founder & CEO Rahul Vohra puts it: “In a world where you’re drowning in feedback—and most startups are drowning in feedback—you have to filter it down to only the stuff that’s going to increase the number of people who fall in love with your product.” Most startups will listen to all feedback from on-the-fence customers, but this isn’t targeted enough and will often lead to a muddled, incoherent product. As Rahul argues in the clip below, you need to identify the main benefit of your product—for Superhuman this was speed. And then focus on the feedback of on-the-fence users who also view this as the main benefit—there’s often something small holding them back. Users for whom your main benefit does not resonate (e.g. Superhuman users who value offline capabilities rather than speed), are unlikely to ever fall in love with your product. When Superhuman ran this analysis in 2015, they found that the main thing holding back users who viewed speed as the main benefit was their lack of a mobile app. Probing further, they found some less obvious and more interesting requests, such as integrations, attachment handling, calendering, unified inbox and read receipts. With a clear understanding of their main benefit and missing features, they were able to move this cohort of users from on-the-fence into the territory of enthusiastic advocates. As Rahul puts it in his Product Market Fit Engine article: “To increase your product/market fit score, spend half your time doubling down on what users already love and the other half on addressing what’s holding others back.” But make sure you’re focusing on users who love the main benefit of your product. Users who don’t are unlikely to ever fall in love with your product.

Michael McGuiness

89,872 次观看 • 3 年前

Everything you’ve ever wanted to know about SAFe and the product owner role, with Melissa Perri (Melissa Perri) 🌶️ Melissa is the author of Escaping the Build Trap, host of the Product Thinking Podcast, and the founder of Product Institute where she works with startups, Fortune 50 companies, and everything in between to help them build better products. In our conversation, we discuss: 🔸 The evolution of and problems with the SAFe framework 🔸 The history of the product owner role 🔸 The differences between product owners and product managers 🔸 How to transition from product owner to product manager 🔸 How large non-tech companies can improve their product practices 🔸 Much more Listen now 👇 - YouTube: - Spotify: - Apple: Thank you to our wonderful sponsors for supporting the podcast: 🏆 pendo.io — The only all-in-one product experience platform for any type of application: 🏆 OneSchema — Import CSV data 10x faster: 🏆 Coda — The all-in-one collaborative workspace:

Everything you’ve ever wanted to know about SAFe and the product owner role, with Melissa Perri (Melissa Perri) 🌶️ Melissa is the author of Escaping the Build Trap, host of the Product Thinking Podcast, and the founder of Product Institute where she works with startups, Fortune 50 companies, and everything in between to help them build better products. In our conversation, we discuss: 🔸 The evolution of and problems with the SAFe framework 🔸 The history of the product owner role 🔸 The differences between product owners and product managers 🔸 How to transition from product owner to product manager 🔸 How large non-tech companies can improve their product practices 🔸 Much more Listen now 👇 - YouTube: - Spotify: - Apple: Thank you to our wonderful sponsors for supporting the podcast: 🏆 pendo.io — The only all-in-one product experience platform for any type of application: 🏆 OneSchema — Import CSV data 10x faster: 🏆 Coda — The all-in-one collaborative workspace:

Lenny Rachitsky

16,905 次观看 • 1 年前

The Everywhere Edition is here: If you are on Shopify, you are everywhere your customers are shopping. This Edition features some key updates to Agentic Storefronts, Catalog and UCP because we want to be clear that if you want on Shopify you are everywhere by default. Every Edition is intentionally overwhelming. It’s a celebration of the progress we’ve made each season and serves as a complete list of features for those who want to pay attention. To make it easier to parse, I broke down some of my favorite features among the 200+ and explained some of the ambition behind them.

The Everywhere Edition is here: If you are on Shopify, you are everywhere your customers are shopping. This Edition features some key updates to Agentic Storefronts, Catalog and UCP because we want to be clear that if you want on Shopify you are everywhere by default. Every Edition is intentionally overwhelming. It’s a celebration of the progress we’ve made each season and serves as a complete list of features for those who want to pay attention. To make it easier to parse, I broke down some of my favorite features among the 200+ and explained some of the ambition behind them.

Vanessa Lee

14,026 次观看 • 1 个月前

Here’s a demo of the upcoming Believe API — going live shortly. The goal of the Believe API is to make it easy for builders to create harmony between their product and coin, no matter what their product does. The first API endpoint lets builders burn their coin programmatically. For example, if Dupe's core KPI is deal searches, they could trigger a coin burn every time users do a deal search. Every action is also verifiable on chain. I can’t wait to see how builders use this.

Here’s a demo of the upcoming Believe API — going live shortly. The goal of the Believe API is to make it easy for builders to create harmony between their product and coin, no matter what their product does. The first API endpoint lets builders burn their coin programmatically. For example, if Dupe's core KPI is deal searches, they could trigger a coin burn every time users do a deal search. Every action is also verifiable on chain. I can’t wait to see how builders use this.

Ben Pasternak

469,470 次观看 • 1 年前