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This landing page structure made us $250,000 1️⃣ Hero block: • Heading 1 (Your value proposition) • Product description (2 sentences on how your product will deliver the promised value) • Product visual (juicy video demo or a product screenshot with added context) • One big CTA-button • Quick... social proof (faces of 5 customers / one short testimonial) 2️⃣ Problem agitation: • Point A of your ideal customer that they hate • Specific negative consequences of not solving the problem 3️⃣ Transformation: • Point B of your ideal customer that they desire • Specific positive benefits of completing this transformation 4️⃣ Social proof: • 5-7 testimonials from satisfied users • Include a photo and their role • Bonus points for getting endorsements from opinion leaders 5️⃣ Features: • 3/4-step how it works or 3/4 power features • 0 technical language and minimum details • Focus on the benefits of using each feature 6️⃣ About us: • Why you build this tool • What else have you built before • What media have written about your product (Product Hunt, Indie Hackers, There is an AI for that, etc.) 7️⃣ Pricing: • 2-3 pricing plans: downsell, main offer, upsell • 3-5 plan conditions with the focus on benefits • Transparent refund policy and information about the monetization model (subscription / one-time payment / 90-day pass) 8️⃣ FAQ: • 5-7 tough objections answered in a straightforward manner • No BS ("Is your product that good?" / "Does it truly work for everyone?") 9️⃣ Final CTA: • Repeat your value proposition • Finish with a big CTA button Need a personalized version? Here is how you can do it in FounderPal 👇show more

Dan Kulkov

47,191 subscribers

67,411 Aufrufe • vor 2 Jahren •via X (Twitter)

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9 Kommentare

Profilbild von Dan Kulkov

Dan Kulkovvor 2 Jahren

How to do marketing (If you are Solopreneurs who sucks at marketing) Free Google Document

Profilbild von Kalesh Kaladharan

Kalesh Kaladharanvor 2 Jahren

I like it. Taking it. Thank you 😁

Profilbild von Mario Peshev

Mario Peshevvor 2 Jahren

How is this blueprint making money again?

Profilbild von Dan Kulkov

Dan Kulkovvor 2 Jahren

we create landing pages that sell our products more effectively

Profilbild von confused mapache

confused mapachevor 2 Jahren

Liked, bookmarked. Thanks Dan!

Profilbild von Design Assets

Design Assetsvor 2 Jahren

wow. this is a treasure.

Profilbild von Sabyr Nurgaliyev

Sabyr Nurgaliyevvor 2 Jahren

So much insights, thank you pal!

Profilbild von watchmycrypto

watchmycryptovor 2 Jahren

👀

Profilbild von jalaj

jalajvor 2 Jahren

Very useful

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When pitching your business, it’s essential to resist the temptation to focus solely on your product or service. While it may seem natural to highlight its features and benefits, effective pitching goes beyond mere product promotion. Instead, strive to convey the value proposition of your business in a way that resonates with your audience on a deeper level. This means understanding their pain points, desires, and aspirations, and positioning your offering as the solution to their needs. By framing your pitch in terms of the problem you solve and the transformation you enable, you create a compelling narrative that captures attention and generates interest. Remember, people don’t buy products – they buy solutions to their problems and experiences that enhance their lives. So, whether you’re pitching to investors, customers, or partners, focus on the bigger picture and the impact your business can make, rather than getting bogged down in product details.

VT

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Many startups find early pull, but only a few break out. Why? They stop at product/market fit and never find business model fit. Business model fit isn’t just about how much you charge for your product, but HOW you charge for it, and how you align customer value with your pricing. There’s a lot of advice out there about seat-based vs. usage-based vs. outcome-based pricing, but all of that is just noise. The search for business model fit is as specific to your company as the search for product market fit. You need to align your acquisition strategy and monetization strategy with your customer and product. It’s all one interconnected system. Take Slack for example: many associate Slack’s early success with its fun, creative design and fresh approach to communication. That’s what drew people to the product. But a big part of what made Slack a breakout success was business model fit. Freemium wasn’t just an acquisition tactic, it was essential to driving the revenue flywheel, viral expansion, and adoption in the enterprise. Obvious in retrospect, but controversial and against the grain of what others were doing at the time. The best founders don’t just chase product/market fit, they design a business model to make their product unstoppable. If that’s you, we want to meet you speedrun - link in replies

Many startups find early pull, but only a few break out. Why? They stop at product/market fit and never find business model fit. Business model fit isn’t just about how much you charge for your product, but HOW you charge for it, and how you align customer value with your pricing. There’s a lot of advice out there about seat-based vs. usage-based vs. outcome-based pricing, but all of that is just noise. The search for business model fit is as specific to your company as the search for product market fit. You need to align your acquisition strategy and monetization strategy with your customer and product. It’s all one interconnected system. Take Slack for example: many associate Slack’s early success with its fun, creative design and fresh approach to communication. That’s what drew people to the product. But a big part of what made Slack a breakout success was business model fit. Freemium wasn’t just an acquisition tactic, it was essential to driving the revenue flywheel, viral expansion, and adoption in the enterprise. Obvious in retrospect, but controversial and against the grain of what others were doing at the time. The best founders don’t just chase product/market fit, they design a business model to make their product unstoppable. If that’s you, we want to meet you speedrun - link in replies

Fareed Mosavat

24,963 Aufrufe • vor 11 Monaten

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.”

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Startup Archive

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Michael Seibel on how to get and test startup ideas As the former CEO of Y Combinator puts it in the clip below: “There’s a common misconception that your idea has to be great to start a company, and the first thing I want to do is destroy that misconception.” Michael was one of the cofounders of JustinTV, which later become Twitch and sold to Amazon for almost $1B. Their original idea was to create an online reality TV show—very different from where Twitch eventually ended up. Rather than falling for the trap of thinking that your initial startup idea has to be great, Michael advises founders to start with a problem: “Starting with ideas is tricky because people immediately want to grade your idea. It’s a lot easier to start with a problem and think about how you grade a problem.” Ideally the problem you set out to solve is one you've experienced personally or have some sort of connection to. You should ask yourself: “why am I uniquely qualified to work on this problem?” Is there some unique angle or approach you're taking to the problem that you understand but you don't believe others understand? Peter Thiel argues that “great companies have secrets: specific reasons for success that other people don’t see." After identifying a problem, you’ll want to start thinking about your MVP. What's the first solution you're going to build and release to see if you can help your initial users solve this problem? But don’t fall in love with your MVP. As Michael puts it: “A lot of people fall in love with their product and are not in love with their problem or their customer. I advise the opposite. Be in love with your problem. Be in love with your customer. And treat your product in a way that can change, develop, and improve.” And once you have an MVP, you should have a strong opinion about who your initial customer is and handpick all of your initial users. The goal with an MVP is not to see how many people want to use your product. It's to see if your solution actually solves the problem for your initial target customers. “The best startups very heavily filter the people who are able to use the initial product and make sure that they’re the right type of initial customer.”

Startup Archive

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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.

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Chamath Palihapitiya on the growth principles that got Facebook to billions of users “The most important thing we did was I teased out virality, and said, ‘You cannot do it. Don’t talk about it. Don’t touch it. I don’t want you to give me any product plans that revolve around this idea of virality. I don’t want to hear it.” Instead, Chamath urged the growth team at Facebook to focus on “the three most difficult and hard problems that any consumer product has to deal with”: 1. How do you get people in the front door? 2. How do you get them to an aha moment as quickly as possible? 3. How do you deliver core product value as often as possible? Chamath warns that focusing on virality is why you see so many startups experience this amazingly steep rise and then fall off a cliff. The second thing he set out to do at Facebook was invalidate all of the lore: “In any given product, there’s always people who strut out around the office like, ‘I have this gut feeling.’ It’s all about gut feeling. And most people’s gut feelings are morons. They don’t know what they’re talking about. Gut feel is not useful because most people can’t predict correctly. We know this. So one of the most important things that we did was just invalidate all of the lore… You can’t believe your own BS. Because when you do, you start to compound these massively structural mistakes that don’t expose core product value… You don’t listen to customers because you think it’s all about your gut. You don’t bother doing any of the traditional, straightforward, obvious things, and you lose yourself.” As Chamath explains, a maniacal focus on delivering core product value as frequently and fast as possible is what led Facebook to its most important realization: “The single biggest thing we realized was to get any individual to 7 friends in 10 days. That was it… There was not much more complexity than that. There’s an entire team now of hundreds of people that have helped ramp this product to a billion users, based on that one simple rule — a very elegant statement of what it was to capture core product value… And then what we did at the company was talk about nothing else. Every Q&A. Every all-hands… It was the single, sole focus.” He continues: “You have to work backwards from: What is the thing that people are here to do? What is the ‘aha moment’ that they want? Why can I not give that to them as fast as possible? That’s how you win.” Chamath recommends starting with a cohort of your most engaged users — What features are they using? What pathways in your product did they take? Then work backwards and try to get all of your other users to that same state.

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Brian Tracy on his million-dollar sales lesson: "People don't care what your product is. They don't care about you. They don't care about your company. They don't even care what the product is." What do they care about? "The only thing people care about is what this product or service does for them." Brian explains that what customers really want is a change, an improvement, or a result in their life. "15% of buying behavior is determined by the past. 85% of buying behavior is determined by the anticipated future. What is going to happen as a result of me buying?" He illustrates this with a powerful analogy: "If you are selling a tour to the Canary Islands, spend 90% of your time talking about the destination and only 10% talking about the plane that you fly to the Canary Islands in." The problem? Most salespeople do the opposite. "Customers only buy improvement. The reason they buy is that they feel that the quality and quantity of the improvement will be greater than the cost and the trouble of using it." Sell the life they want, not the thing you made.

Brian Tracy on his million-dollar sales lesson: "People don't care what your product is. They don't care about you. They don't care about your company. They don't even care what the product is." What do they care about? "The only thing people care about is what this product or service does for them." Brian explains that what customers really want is a change, an improvement, or a result in their life. "15% of buying behavior is determined by the past. 85% of buying behavior is determined by the anticipated future. What is going to happen as a result of me buying?" He illustrates this with a powerful analogy: "If you are selling a tour to the Canary Islands, spend 90% of your time talking about the destination and only 10% talking about the plane that you fly to the Canary Islands in." The problem? Most salespeople do the opposite. "Customers only buy improvement. The reason they buy is that they feel that the quality and quantity of the improvement will be greater than the cost and the trouble of using it." Sell the life they want, not the thing you made.

Big Brain Business

124,260 Aufrufe • vor 8 Monaten

One of the toughest phases in entrepreneurship comes after you've built a business where your customers trust your product so much they become your brand ambassadors. But with this success comes a new challenge — the "founder bottleneck." Your customers now want to engage directly with you, seeing you as the source of value. It becomes hard to step away from the business because they rely on your presence, limiting your time and capacity. You're stuck constantly answering questions and solving problems, making it difficult to scale. At this point, the key challenge is shifting the value from you to the business itself. You need to build systems, processes, and teams that can deliver the same quality experience without your constant involvement. It’s about empowering your team and making sure customers see the business — not just you — as the source of value.

VT

30,728 Aufrufe • vor 2 Jahren

Chamath Palihapitiya on the growth principles that got Facebook to billions of users “The most important thing we did was I teased out virality, and said, ‘You cannot do it. Don’t talk about it. Don’t touch it. I don’t want you to give me any product plans that revolve around this idea of virality. I don’t want to hear it.” Instead, Chamath urged the growth team at Facebook to focus on “the three most difficult and hard problems that any consumer product has to deal with”: How do you get people in the front door? How do you get them to an aha moment as quickly as possible? How do you deliver core product value as often as possible? Chamath warns that focusing on virality is why you see so many startups experience this amazingly steep rise and then fall off a cliff. The second thing he set out to do at Facebook was invalidate all of the lore: “In any given product, there’s always people who strut out around the office like, ‘I have this gut feeling.’ It’s all about gut feeling. And most people’s gut feelings are morons. They don’t know what they’re talking about. Gut feel is not useful because most people can’t predict correctly. We know this. So one of the most important things that we did was just invalidate all of the lore… You can’t believe your own BS. Because when you do, you start to compound these massively structural mistakes that don’t expose core product value… You don’t listen to customers because you think it’s all about your gut. You don’t bother doing any of the traditional, straightforward, obvious things, and you lose yourself.” As Chamath explains, a maniacal focus on delivering core product value as frequently and fast as possible is what led Facebook to its most important realization: “The single biggest thing we realized was to get any individual to 7 friends in 10 days. That was it… There was not much more complexity than that. There’s an entire team now of hundreds of people that have helped ramp this product to a billion users, based on that one simple rule — a very elegant statement of what it was to capture core product value… And then what we did at the company was talk about nothing else. Every Q&A. Every all-hands… It was the single, sole focus.” He continues: “You have to work backwards from: What is the thing that people are here to do? What is the ‘aha moment’ that they want? Why can I not give that to them as fast as possible? That’s how you win.” Chamath recommends starting with a cohort of your most engaged users — What features are they using? What pathways in your product did they take? Then work backwards and try to get all of your other users to that same state. Source: Gagan Biyani 🏛 (Jan 2013)

Chamath Palihapitiya on the growth principles that got Facebook to billions of users “The most important thing we did was I teased out virality, and said, ‘You cannot do it. Don’t talk about it. Don’t touch it. I don’t want you to give me any product plans that revolve around this idea of virality. I don’t want to hear it.” Instead, Chamath urged the growth team at Facebook to focus on “the three most difficult and hard problems that any consumer product has to deal with”: How do you get people in the front door? How do you get them to an aha moment as quickly as possible? How do you deliver core product value as often as possible? Chamath warns that focusing on virality is why you see so many startups experience this amazingly steep rise and then fall off a cliff. The second thing he set out to do at Facebook was invalidate all of the lore: “In any given product, there’s always people who strut out around the office like, ‘I have this gut feeling.’ It’s all about gut feeling. And most people’s gut feelings are morons. They don’t know what they’re talking about. Gut feel is not useful because most people can’t predict correctly. We know this. So one of the most important things that we did was just invalidate all of the lore… You can’t believe your own BS. Because when you do, you start to compound these massively structural mistakes that don’t expose core product value… You don’t listen to customers because you think it’s all about your gut. You don’t bother doing any of the traditional, straightforward, obvious things, and you lose yourself.” As Chamath explains, a maniacal focus on delivering core product value as frequently and fast as possible is what led Facebook to its most important realization: “The single biggest thing we realized was to get any individual to 7 friends in 10 days. That was it… There was not much more complexity than that. There’s an entire team now of hundreds of people that have helped ramp this product to a billion users, based on that one simple rule — a very elegant statement of what it was to capture core product value… And then what we did at the company was talk about nothing else. Every Q&A. Every all-hands… It was the single, sole focus.” He continues: “You have to work backwards from: What is the thing that people are here to do? What is the ‘aha moment’ that they want? Why can I not give that to them as fast as possible? That’s how you win.” Chamath recommends starting with a cohort of your most engaged users — What features are they using? What pathways in your product did they take? Then work backwards and try to get all of your other users to that same state. Source: Gagan Biyani 🏛 (Jan 2013)

Startup Archive

31,680 Aufrufe • vor 1 Monat

I’m thrilled to announce we’ve raised $44M to build a new home for product design. Meet Noon. No workflow is more broken and fragmented in 2026 than the product designers’. The very same people who care most about building software don’t have software purpose built for them. Kushagra Sinha and I have lived this problem first hand as designers ourselves. That’s why we built Noon. The first product design tool that works entirely on your product code, so you can design not only how a product looks, but also how it works. With AI at its core that works in seconds, not minutes. For the first time, you can create, iterate, build, test and ship. All in one canvas. No translations or roundtrips to the codebase and back. Comment “Get Noon” and we’ll get you on the list for early access.

I’m thrilled to announce we’ve raised $44M to build a new home for product design. Meet Noon. No workflow is more broken and fragmented in 2026 than the product designers’. The very same people who care most about building software don’t have software purpose built for them. Kushagra Sinha and I have lived this problem first hand as designers ourselves. That’s why we built Noon. The first product design tool that works entirely on your product code, so you can design not only how a product looks, but also how it works. With AI at its core that works in seconds, not minutes. For the first time, you can create, iterate, build, test and ship. All in one canvas. No translations or roundtrips to the codebase and back. Comment “Get Noon” and we’ll get you on the list for early access.

Aditya Bandi

684,687 Aufrufe • vor 5 Monaten

Facebook VP of Growth Alex Schultz: “Retention is the single-most important thing for growth” Alex walks through how to calculate a retention curve for your startup (graph the percentage of monthly active users on the y-axis versus the number of days from acquisition on the x-axis). As he explains: “If you end up with a retention curve that asymptotes to a line parallel to the x-axis, you have a viable business, and you have product/market fit for some subset of market.” If you do not have a retention curve that flattens out, you do not have product/market fit and none of the growth hacking or virality tactics that people love to talk about will work. “Focus on getting to product market/fit… If you don’t have a great product, there’s not point executing well on growing it, because it won’t grow. The #1 problem I’ve seen inside Facebook for new products and the #1 problem I’ve seen for the startups I’ve advised has been that they don’t actually have product/market fit when they think they do.” Source: Y Combinator (Oct 2014)

Facebook VP of Growth Alex Schultz: “Retention is the single-most important thing for growth” Alex walks through how to calculate a retention curve for your startup (graph the percentage of monthly active users on the y-axis versus the number of days from acquisition on the x-axis). As he explains: “If you end up with a retention curve that asymptotes to a line parallel to the x-axis, you have a viable business, and you have product/market fit for some subset of market.” If you do not have a retention curve that flattens out, you do not have product/market fit and none of the growth hacking or virality tactics that people love to talk about will work. “Focus on getting to product market/fit… If you don’t have a great product, there’s not point executing well on growing it, because it won’t grow. The #1 problem I’ve seen inside Facebook for new products and the #1 problem I’ve seen for the startups I’ve advised has been that they don’t actually have product/market fit when they think they do.” Source: Y Combinator (Oct 2014)

Startup Archive

39,643 Aufrufe • vor 20 Tagen

Gojek completes more food deliveries than GrubHub, Uber Eats, and DoorDash combined, and more rides per day than Lyft. Vikrama Dhiman (Vikrama Dhiman) heads all things product at Gojek Tech, including product management, design, and research, across teams in Indonesia, Singapore and India. He is among the most well-known and respected product leaders in all of Asia, and one of my most requested guests. In our conversation, we discuss: 🔸 The most common traits of successful PMs 🔸 The 3 W’s framework for PM career growth 🔸 The right way to push back as a PM 🔸 The Four A’s of leveling up in product management 🔸 Common pitfalls that stall PM careers 🔸 Advice for transitioning into PM 🔸 Why intent alone is not enough 🔸 Much more Listen now 👇 - YouTube: - Spotify: - Apple: Some key takeaways: 1. As a PM—especially early in your career—make sure you’re nailing execution before you spend too much time on strategy. Effective strategic thinking requires context on the company, product, and stakeholders that you might not have yet. But you always have opportunities to execute and make your team members’ lives easier. As you execute more, you’ll begin to understand the strategic needs more deeply, and you’ll have more opportunities to contribute at that level. 2. Three traits that make you a great PM to work with: a. Raise difficult issues without being difficult to work with b. Bring up important topics without drawing importance to yourself c. Remember that you are in charge of getting decisions made, not making the decisions yourself 3. Good PMs produce good artifacts: PRDs, product notes, design briefs, etc. These demonstrate your proficiency across core PM skills, and they are your opportunity to “have impact on the impact”—to add value to a team that is adding value to the company. If you’re not sure what to focus on next in your PM career, go scrutinize your recent artifacts and ask how they could be improved. 4. To push back on ideas without being difficult to work with, ask clarifying questions and bring the conversation to a logical space rather than an emotional one. Here are some of Vikrama’s favorites: a. Why has this become suddenly important? b. So that I am clear, can you help clarify xyz? c. What would success look like? d. What time frame do you need this in? 5. Vikrama’s 3 W’s framework for PM career growth comprises (1) what you produce, (2) what you bring to the table, and (3) what your operating model is. Strong product managers excel at two of the three W’s. Product managers who rise in their career excel at all three. 6. Three mindset shifts that can enable faster growth: a. Focus on things you can control: Concentrate your efforts on aspects of your role that you can influence or control, especially as you advance in your career. b. Always embrace change: As an IC PM, you experience rapid change. It’s important that as you get to mid/senior level, you never stop looking for ways to improve. c. How you see yourself: Cultivate a positive and growth-oriented mindset about yourself and your capabilities. 7. Three core competencies to focus on when transitioning into PM roles are (1) data, (2) design/research, and (3) technology. Someone from a design background should focus on strengthening data or tech skills to complement their existing expertise. Similarly, someone from a tech background should pick a design skill to focus on. This approach allows for maximum leverage.

Gojek completes more food deliveries than GrubHub, Uber Eats, and DoorDash combined, and more rides per day than Lyft. Vikrama Dhiman (Vikrama Dhiman) heads all things product at Gojek Tech, including product management, design, and research, across teams in Indonesia, Singapore and India. He is among the most well-known and respected product leaders in all of Asia, and one of my most requested guests. In our conversation, we discuss: 🔸 The most common traits of successful PMs 🔸 The 3 W’s framework for PM career growth 🔸 The right way to push back as a PM 🔸 The Four A’s of leveling up in product management 🔸 Common pitfalls that stall PM careers 🔸 Advice for transitioning into PM 🔸 Why intent alone is not enough 🔸 Much more Listen now 👇 - YouTube: - Spotify: - Apple: Some key takeaways: 1. As a PM—especially early in your career—make sure you’re nailing execution before you spend too much time on strategy. Effective strategic thinking requires context on the company, product, and stakeholders that you might not have yet. But you always have opportunities to execute and make your team members’ lives easier. As you execute more, you’ll begin to understand the strategic needs more deeply, and you’ll have more opportunities to contribute at that level. 2. Three traits that make you a great PM to work with: a. Raise difficult issues without being difficult to work with b. Bring up important topics without drawing importance to yourself c. Remember that you are in charge of getting decisions made, not making the decisions yourself 3. Good PMs produce good artifacts: PRDs, product notes, design briefs, etc. These demonstrate your proficiency across core PM skills, and they are your opportunity to “have impact on the impact”—to add value to a team that is adding value to the company. If you’re not sure what to focus on next in your PM career, go scrutinize your recent artifacts and ask how they could be improved. 4. To push back on ideas without being difficult to work with, ask clarifying questions and bring the conversation to a logical space rather than an emotional one. Here are some of Vikrama’s favorites: a. Why has this become suddenly important? b. So that I am clear, can you help clarify xyz? c. What would success look like? d. What time frame do you need this in? 5. Vikrama’s 3 W’s framework for PM career growth comprises (1) what you produce, (2) what you bring to the table, and (3) what your operating model is. Strong product managers excel at two of the three W’s. Product managers who rise in their career excel at all three. 6. Three mindset shifts that can enable faster growth: a. Focus on things you can control: Concentrate your efforts on aspects of your role that you can influence or control, especially as you advance in your career. b. Always embrace change: As an IC PM, you experience rapid change. It’s important that as you get to mid/senior level, you never stop looking for ways to improve. c. How you see yourself: Cultivate a positive and growth-oriented mindset about yourself and your capabilities. 7. Three core competencies to focus on when transitioning into PM roles are (1) data, (2) design/research, and (3) technology. Someone from a design background should focus on strengthening data or tech skills to complement their existing expertise. Similarly, someone from a tech background should pick a design skill to focus on. This approach allows for maximum leverage.

Lenny Rachitsky

115,463 Aufrufe • vor 2 Jahren

My AI made Shopify pages are getting better and better everyday Here’s an example of a Shopify section I built with the reference page and the result on my store 👇 Guide: To make good AI landing pages, you need to use the same method as making good AI UGC or AI product images you have to take something that's already good as a reference for Claude/gemini to analyze and adapt for your product/brand for now you can't adapt full landing pages to your product because the Claude context gets bloated fast and you get poor output. Listicles are the only kind of page you can "one shot" with Claude. But Product pages are another story Analyze an existing page and adapting it to your product section by section is the way to go. The results are 10x better. here's an example (on the video): 1- I found this good product section from im8's product page. I screen-recorded the section on both desktop and mobile, going through the animations to capture the dynamism that a screenshot wouldn’t show. Then I asked Claude Web or Gemini to analyze the recording and produce a very detailed report. Full prompt is on my TG channel, it's quite long. 2- then ask Claude (inside your Shopify brand project folder): "I have a detailed UI/UX specification document for a product page section I want to adapt to my product. Recreate this exactly on Shopify as a section template and adapt it to [name of the product] using the brand guidelines" (paste the result prompt from step 1 ). 3- you will have your section ready after 3-4 minutes. you'll probably have to change a few things. spacing, small visual bugs, price not appearing correctly. it will take you 5 minutes maximum. 4- then you can ask Claude to make 4 different variations of the section using different designs and pick the best one using this prompt: "Create 4 design variations of this section. Keep the content and layout structure identical across all, only vary the visual treatment (color usage, typography hierarchy, spacing, component styling). I will choose the one I like the most." after that you have a pretty good section, and you can do the process again for all sections of the page. The less complex the section, the faster the process will be. note: I know the AI result is not perfect, but it's pretty impressive imo and it will only get better.

Olivier

84,679 Aufrufe • vor 6 Monaten

Introducing Index – the new planning tool for Product Managers on Linear. ➡️ Product leaders have long deserved a modern experience for product planning and discovery. Something powerful, flexible, and integrated with the latest tools. That’s why we built Index (Index), the new standard for Product Management: 1. Every layout at your fingertips Breeze through planning with a whiteboard, table, roadmap, or board available every step of the way. One place to go, infinite flexibility, and context on your projects carried throughout. 2. Built for B2B Product Management Natively connect to your customer context, leveraging their requests, insights, and feedback all in one place. Index connects to Hubspot, Intercom, Dovetail, Attio, Gong, and more – so you can back up your vision with customer evidence. 3. The product-native companion to Linear To build a true companion to Linear for PMs, we knew we had to raise the bar. Interactions are instant, every layout is collaborative, and it fits Linear like a glove with native sync. We're live today, and you can pre-order now at

Introducing Index – the new planning tool for Product Managers on Linear. ➡️ Product leaders have long deserved a modern experience for product planning and discovery. Something powerful, flexible, and integrated with the latest tools. That’s why we built Index (Index), the new standard for Product Management: 1. Every layout at your fingertips Breeze through planning with a whiteboard, table, roadmap, or board available every step of the way. One place to go, infinite flexibility, and context on your projects carried throughout. 2. Built for B2B Product Management Natively connect to your customer context, leveraging their requests, insights, and feedback all in one place. Index connects to Hubspot, Intercom, Dovetail, Attio, Gong, and more – so you can back up your vision with customer evidence. 3. The product-native companion to Linear To build a true companion to Linear for PMs, we knew we had to raise the bar. Interactions are instant, every layout is collaborative, and it fits Linear like a glove with native sync. We're live today, and you can pre-order now at

Simon Kubica

66,094 Aufrufe • vor 1 Jahr

Most developers know how to ship a feature. Turning every release, demo, and product update into content people can quickly understand is a different job. Fetra AI is built for that second part. It helps teams turn product and brand context into short-form content, then plan, schedule, and publish it from one place. We tested Fetra AI with a sample brand, and two workflows stood out: • Blitz generates a stack of branded video concepts you can review and choose from, instead of starting with an empty prompt. • Viral Remix takes a short reference clip and a product image, then rebuilds the format around your own product. The video below shows that flow, from building the brand profile to generating new concepts and adapting product assets into short-form content. Fetra also includes AI UGC, content planning through Marco, scheduling, and publishing across nine platforms. The value here is less about promising virality and more about reducing the repetitive work between shipping something and turning it into clear, usable content. For indie developers, technical founders, and lean product teams, that can make the content side of building much easier to manage.

GitHub Projects Community

11,484 Aufrufe • vor 1 Monat

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

565,812 Aufrufe • vor 2 Jahren

Steal this mega prompt to generate high quality landing pages using LLMs and go viral every single day. --- You are an expert landing page designer and frontend developer specializing in high-converting, beautiful web experiences. CONTEXT: I need a landing page for [product/service name]. TARGET AUDIENCE: [describe your ideal customer] PRIMARY GOAL: [e.g., email signups, demo bookings, purchases] BRAND VOICE: [e.g., professional, playful, technical, aspirational] DESIGN SYSTEM REQUIREMENTS: - Primary Color: [hex code] - Secondary Color: [hex code] - Font: [font family] - Design Style: [modern, minimal, bold, etc.] STRUCTURE: Create a single-page landing page with these sections: 1. Hero Section - Attention-grabbing headline (focus on outcome, not feature) - Subheadline clarifying value proposition - Primary CTA button - Hero visual placeholder or description 2. Problem Section - Articulate the pain point clearly - Use relatable language - Build urgency subtly 3. Solution Section - How your product solves the problem - 3-4 key benefits (outcome-focused, not feature-focused) - Visual aids or icons 4. Social Proof - Testimonials (if available) or trust indicators - Logos of companies/clients (if applicable) - Metrics or results 5. How It Works - 3-step process - Simple, clear language - Visual flow 6. Final CTA Section - Reinforce primary action - Remove friction (e.g., "No credit card required") - Create urgency if appropriate TECHNICAL REQUIREMENTS: - Use semantic HTML5 - Tailwind CSS for styling (use only core utility classes) - Mobile-first responsive design - Smooth scroll behavior - Accessible (WCAG AA compliant) - Fast loading (optimize for performance) - Include meta tags for SEO COPY GUIDELINES: - Keep headlines under 10 words - Use active voice - Focus on outcomes, not features - Avoid jargon unless audience expects it - Every section should answer "What's in it for me?" OUTPUT: Provide complete HTML file with inline Tailwind CSS. Include comments explaining key sections. Ensure all placeholder content is realistic and contextual. CONSTRAINTS: - No external dependencies except Tailwind CDN - No JavaScript frameworks - Keep total file size under 100KB - Use system fonts or Google Fonts CDN Build this landing page now.

Harshil Tomar

23,305 Aufrufe • vor 7 Monaten

How to launch a working AI product in under 10 minutes. All you need is Appy AI and a clear idea. (Here’s exactly how it works 👇): Step 1: Go to Think of it as your personal AI engineer. Step 2: Type your idea “Create an AI Agent that turns daily AI news into ready-to-post content.” Step 3: AppyAI gets to work It builds the logic, creates your website, connects Stripe, and sets up tools. Step 4: Preview and launch Your product is live ready to sell instantly. Step 5: Share it with your audience You now own a complete AI product. Most people still build the old way. Endless back-and-forth with developers. Weeks wasted on setup and testing. Appy AI changes that. Describe your idea once it builds everything for you. Try now: Repost ♻️ to help others start building.

How to launch a working AI product in under 10 minutes. All you need is Appy AI and a clear idea. (Here’s exactly how it works 👇): Step 1: Go to Think of it as your personal AI engineer. Step 2: Type your idea “Create an AI Agent that turns daily AI news into ready-to-post content.” Step 3: AppyAI gets to work It builds the logic, creates your website, connects Stripe, and sets up tools. Step 4: Preview and launch Your product is live ready to sell instantly. Step 5: Share it with your audience You now own a complete AI product. Most people still build the old way. Endless back-and-forth with developers. Weeks wasted on setup and testing. Appy AI changes that. Describe your idea once it builds everything for you. Try now: Repost ♻️ to help others start building.

Muhammad Ayan

61,441 Aufrufe • vor 9 Monaten

How to Build a Proper Product Page It breaks my heart every time I see someone from Brazil, making just $200 a month, spend $40 on a test ad only to get a $2 CPC. Then, they cut the ad at $35 spend with 17 clicks and 0 conversions. What’s even more frustrating is when I visit their site and see it’s a complete mess. It’s like they didn’t even try. That’s why I’m making this post. *Disclaimer: If you're building a brand, this isn’t for you. This is for testing products correctly with a website that’s good enough to convert, but if you’re serious about your brand, hire a Figma designer and a developer to get things done right. As a fun fact, I tested the following product myself (In the video below) and with just one click at a $3 CPC, I got a sale with an $80 AOV (100% CVR). I paused the ads because the CPMs hit $150. If you're interested, save this product for the future. I'll share the creatives i used to ran the product with those who comment below. "jordan, stop teaching high school kids about selling reps and getting them sued by Prada or other big brands, ruining their payment gateways, and crushing their dreams." (with 5 random people only will do it, wouldn't make sense for everyone to be ripping it). Shoutout to Adrian for this one. 🫡 Back to the important stuff: Let’s talk about creating a great product page. First off, ditch the “Buy Now” button. By using this, you miss out on the chance to increase your Average Order Value (AOV) through upsells during checkout. Instead, replace it with an “Add to Cart” button. Also, remove the quantity selector. Hardly anyone uses them on the product page, but they do in the cart. Instead, offer bundles, which you can set up using the Kaching Bundles app or your theme if it supports this feature. The cart experience is crucial, and you can optimize it using the UpCart app. Enable all its product page features so it takes over the standard Shopify cart or your theme’s cart. The built-in cart systems are outdated—they don’t allow upsells like UpCart does. Plus, UpCart directly opens the cart after a product is added, where the upsell option appears at the bottom, increasing your chances of boosting AOV. Pay attention to color schemes. Don’t use neutral colors for headers and buttons if your product features a primary color. A yellow jacket with a black header is like pizza with raspberry syrup—just doesn’t work. If your product images are gray, white, or black, match those with your headers and buttons. Otherwise, play around with colors to give your page some dynamic appeal. Bookmark this site to get color palettes that match your primary color. For exact color matches, download the "ColorZilla" extension, which gives you the exact color code of whatever is under your mouse on the screen. If your product color is #6E402A, you’ll know it and can match it perfectly with your header and buttons, creating a visually appealing contrast like Cider did here below. Right now, when some of you send me these websites, they look like government pages from the early 2000s. Next, consider the typography and button styles. For fonts, use Helvetica Regular for body text and Helvetica Bold for titles, both at a minimum size of 100%. It’s simple and effective. As for buttons, they should have a corner radius of 8px. To change these settings, go to the theme settings - typography/buttons and adjust the buttons and typography accordingly. Rounded buttons create a modern, inviting feel, while full square buttons can give off an outdated vibe. Even casinos in Vegas design their buildings with curves, ensuring that visitors always have a view angle that draws them back in—it’s all about keeping things appealing and engaging. Finally, the product page layout itself should be clean and concise. Use collapsible rows for your product descriptions. No one wants to read a novel, so keep it compact and focused. Images and videos are what sell—this is why we don’t use text-heavy images in our ads; they just bore people. Keep the description short, with enough information to inform but not overwhelm. If you need to include more features, put them in the FAQs section—that’s what they’re for. The goal is to make sure that the "Add to Cart" button is visible as soon as possible once the customer lands on the product page, without overwhelming them but providing just enough information—some key benefits, high-quality images, and buying options in the bundles. Once they hit the cart, the upsells will do their job. Remember, the three essential apps for setting this up are Loox Reviews for customer feedback (use the product widget reviews at the bottom of the page before the FAQs and the rating widget just above the title), Kaching Bundles for offering package deals, and UpCart for optimizing the cart experience. Just for the record, this is to help newcomers and guide them to something taht works, me personally i don't use free themes, but this one i created could convert easily if the product, offer and ads match well. Good luck and keep testing! 🗳🥂💸🤑

Zzzz

42,318 Aufrufe • vor 2 Jahren