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Your product doesn't need more attention. It needs more people actually using it. That's the gap CyreneAI Campaigns is built to solve. Launch growth campaigns, put your product in front of new users, and let the ecosystem reward participation. No new incentive budget. No funding another reward pool. Turn...

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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!

Startup Archive

565,812 Aufrufe • vor 2 Jahren

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 Aufrufe • vor 3 Jahren

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 Aufrufe • vor 2 Jahren