Why Minimum Viable Products (MVPs) often Fail

Minimum Viable Products (MVPs) can often fail when they don’t take into account the desired customer outcome, including the customer goal, appropriate experience, and pain point it solves.

One common mistake that leads to MVP failure is focusing too much on the product itself and not enough on the customer’s needs and desired outcome. An MVP that is built solely based on the product’s features and functions without considering how it addresses the customer’s goals and pain points is unlikely to be successful.

Another mistake is not properly testing the MVP with target customers. An MVP that is not validated by the target customers may fail to address their desired outcomes and pain points, leading to low adoption rates and low customer satisfaction.

A third mistake is not incorporating the appropriate experience into the MVP. The customer’s experience with the product is just as important as the product itself. An MVP that is difficult to use or does not provide a positive customer experience will fail to meet the desired outcome, regardless of how well it addresses the customer’s goals and pain points.

Finally, MVPs can fail when they don’t properly address the customer’s pain points. If the MVP does not solve a significant pain point for the customer, they may not see the value in using the product, leading to low adoption rates and high churn rates.

To avoid these pitfalls, startups should focus on understanding their target customers’ desired outcomes and pain points, and build MVPs that address those needs while incorporating the appropriate experience. Testing and validating the MVP with target customers can help ensure that the product meets their desired outcome and provides value. By taking a customer-centric approach to building MVPs, startups can increase their chances of success and achieve early traction in the market.

Here are 5 examples of real-world companies that failed to meet their target customer goals with their minimum viable products:

  1. Color Labs: Color Labs was a social networking app that aimed to bring together photos, videos, and text from various social media platforms in one place. However, it failed to meet the target customer goal of providing a user-friendly interface, leading to poor user engagement and ultimately the failure of the app.
  2. Juicero: Juicero was a startup that created a juicing machine that used pre-packaged juice packets. However, the product failed to meet the target customer goal of convenience, as the machine required a Wi-Fi connection to function and the juice packets were found to be easily squeezed by hand, making the machine unnecessary.
  3. Homejoy: Homejoy was a startup that provided on-demand cleaning and home services. Despite raising over $40 million in funding, the company failed to meet the target customer goal of quality, as customers complained about poor service and inconsistent results.
  4. Kano: Kano was a startup that created DIY computer kits aimed at children. The company failed to meet the target customer goal of ease of use, as the kits were found to be overly complicated and difficult to assemble.
  5. Tilt: Tilt was a social payment app that aimed to make it easy for groups to collect and track money. However, the product failed to meet the target customer goal of security, as the app was found to have vulnerabilities that could be exploited by hackers.

And, here are five real-world examples of MVPs that failed to provide an appropriate experience for the target customer:

  1. Juicero: Juicero was a startup that produced a juicing machine that was supposed to revolutionize the way people made juice at home. However, the machine was extremely expensive, and the juice packs that were required to use it were also very costly. In addition, customers found that they could get the same quality of juice by simply squeezing the juice packs by hand, without the need for the expensive machine.
  2. Color Genomics: Color Genomics was a startup that offered genetic testing services to customers. The company’s MVP was a kit that customers could use to collect a saliva sample, which was then sent to the company for analysis. However, customers reported that the process of collecting the sample was difficult and uncomfortable, leading to a poor user experience.
  3. Teforia: Teforia was a startup that produced a high-end tea-brewing machine. However, the machine was very expensive, and customers found that they could get the same quality of tea by simply brewing it in a traditional tea pot. In addition, the machine was difficult to clean, which also detracted from the user experience.
  4. Lily Robotics: Lily Robotics was a startup that produced a drone that was designed to follow its owner around and capture video footage. However, the company’s MVP was plagued by technical issues, and customers reported that the drone was difficult to control and prone to crashing. In addition, the price of the drone was very high, which made it difficult for many potential customers to justify the cost.
  5. Leap Motion: Leap Motion was a startup that produced a device that allowed users to control their computers with hand gestures. However, customers found that the device was not very accurate, and the user experience was frustrating. In addition, the device required special software to be installed on the user’s computer, which made it difficult to use for many potential customers.

Finally, here are 5 examples of real-world startups whose MVPs failed to address the target customer pain points:

  1. Juicero: Juicero was a startup that created a $400 juicer that required proprietary juice packets. However, the company failed to recognize that customers were more interested in convenience and affordability, rather than expensive, high-tech juicing machines. The company ultimately shut down in 2017.
  2. Dinner Lab: Dinner Lab was a startup that aimed to revolutionize the dining experience by hosting pop-up dinners in unique locations. However, the company failed to recognize that customers were more interested in consistent, high-quality food and service rather than unique locations. The company filed for bankruptcy in 2016.
  3. Tilt: Tilt was a startup that aimed to make group payments easier by allowing users to pool money for events or gifts. However, the company failed to recognize that customers were more interested in security and privacy of their financial information. The company was acquired by Airbnb in 2017.
  4. Secret: Secret was a startup that created an anonymous messaging app where users could share secrets with their contacts. However, the company failed to recognize that customers were more interested in positive and supportive social interactions rather than anonymous gossip. The company shut down in 2015.
  5. Yik Yak: Yik Yak was a startup that created an anonymous social media app for college students. However, the company failed to recognize that customers were more interested in positive social interactions and community building, rather than anonymous posting. The company shut down in 2017.

Why Customers Ghost You: Understanding the Reasons Behind Customer Disengagement

Ghosting in customer engagement is a common issue that businesses face. It can be frustrating and even disheartening to put in a lot of effort to engage with customers only to receive no response. However, it is important to approach this issue with empathy and a willingness to understand the reasons behind the ghosting.

As mentioned earlier, there can be several reasons why a customer may ghost your business. One common reason is feeling overwhelmed or underwhelmed by your product or service. This can be due to several factors, such as a lack of personalization, confusing user interface, or poor customer service. In such cases, it is important to review your product or service and identify areas of improvement. By addressing these issues, you can create a better experience for your customers and reduce the likelihood of ghosting.

Another reason for ghosting can be disappointment with your product or service. This can happen when customers have high expectations but are let down by your offering. In such cases, it is important to acknowledge the customer’s disappointment and work towards finding a solution that meets their needs. This can involve offering a refund, providing additional support or resources, or making changes to your product or service to better align with their expectations.

Shame can also be a reason why customers ghost businesses. For example, if a customer has fallen behind on their payments or has not used your service for a while, they may feel embarrassed or ashamed to reach out. In such cases, it is important to approach the customer with empathy and understanding. You can offer flexible payment options or provide resources to help them get back on track. By doing so, you can show the customer that you care about their well-being and are willing to support them.

Lastly, busy schedules can also lead to ghosting. Customers may not have the time or energy to engage with your business, even if they have a legitimate reason to do so. In such cases, it is important to respect their time and provide options for asynchronous communication. This can involve offering self-service resources, such as FAQs or knowledge bases, or providing options to schedule appointments or calls at a time that is convenient for the customer.

To effectively tackle the issue of ghosting, it is important to identify the root cause and provide personalized solutions. This requires a deep understanding of your customer’s preferences, needs, and behavior. One way to gather this information is by conducting customer surveys or interviews. You can also use data analytics to track customer behavior and engagement with your product or service. By leveraging this information, you can create a more personalized and effective customer engagement strategy.

When attempting to un-ghost customers, it is important to approach them with empathy and understanding. Avoid using language that is accusatory or confrontational. Instead, use language that is supportive and encourages the customer to engage with your business. For example, you can offer resources or incentives that align with their needs or preferences.

It is also important to consider the customer’s preferred communication channel. Some customers may prefer email, while others may prefer phone or chat. By providing options for communication, you can reduce the likelihood of ghosting and create a more positive experience for your customers.

In conclusion, ghosting in customer engagement can be a frustrating issue for businesses. However, by understanding the reasons behind ghosting and providing personalized solutions, businesses can reduce the likelihood of ghosting and strengthen their relationship with customers. It is important to approach customers with empathy and understanding and provide options for asynchronous communication. By doing so, businesses can create a positive and effective customer engagement strategy.

7 Secrets of High-Converting SaaS Free Trials

While just about every B2B SaaS company offers a Free Trial – especially those with self-service sales models – in my experience, the percentage of SaaS companies that feel their Free Trial is “successful” is fairly low.

Disappointingly low, actually.

And it absolutely doesn’t have to be that way and in this article I’ll show you how to create high-converting Free Trials!

Software as a Service (SaaS) companies often rely on free trials to convert potential customers into paying ones. However, not all free trials are created equal. Some result in a high conversion rate, while others fall short. Here are seven secrets of high-converting SaaS free trials:

  • Set Clear Expectations

Be upfront about what the free trial includes and what it does not. This can help prevent customers from feeling misled or disappointed when the trial ends. It is also important to provide clear instructions on how to get started with the trial and any limitations or restrictions that may apply.

  • Limit Trial Duration

Keep the trial period short enough to create a sense of urgency but long enough to allow users to fully test out the software. A trial period of 14-30 days is typically effective.

  • Provide Exceptional Onboarding

The onboarding process should be simple and intuitive, making it easy for users to get started with the software. Provide clear instructions and guidance, and make it easy for users to reach out to support if they have any questions or issues.

  • Highlight Key Features

Highlight the key features of the software that are likely to be of interest to potential customers. This can help them see the value in the software and make an informed decision about whether to purchase it.

  • Collect Feedback

During the trial period, ask users for feedback on their experience with the software. This can provide valuable insights into what is working well and what can be improved. Use this feedback to make improvements and better tailor the software to the needs of potential customers.

  • Offer Incentives

Consider offering incentives to users who sign up for the trial or convert to paying customers. This can include discounts, extended trial periods, or access to additional features.

  • Follow Up

After the trial period ends, follow up with users who have not converted to paying customers. This can include sending reminder emails or offering additional support or incentives to encourage them to purchase the software.

By implementing these seven secrets of high-converting SaaS free trials, you can increase the likelihood of converting potential customers into paying ones. Remember, a successful free trial is about more than just getting users to try the software. It’s about providing an exceptional user experience and demonstrating the value of the software to potential customers.

Successful High-Converting SaaS Free Trials: statistics and real world examples

Free trials are a popular method for SaaS businesses to acquire and convert customers. The following statistics and real-world examples showcase the success of high-converting SaaS free trials:

  1. Conversion Rates: According to research by SaaS Capital, SaaS companies with a free trial have a median conversion rate of 20%, while companies without a free trial have a median conversion rate of 8%.
  2. Freemium vs. Free Trial: Freemium models, where a limited version of the product is offered for free, have lower conversion rates than free trials. According to a study by Totango, free trial conversion rates are 2-5 times higher than freemium conversion rates.
  3. Time Limits: Free trials that last between 7-14 days have the highest conversion rates. After 14 days, the conversion rates start to decrease. A study by ConversionXL found that companies with a 14-day free trial had a median conversion rate of 14.9%, while companies with a 30-day free trial had a median conversion rate of 11.3%.
  4. Customization: Customizing the free trial experience can improve conversion rates. For example, HubSpot found that customizing the onboarding process for each customer resulted in a 35% increase in conversion rates.
  5. Demos: Offering a demo in addition to a free trial can improve conversion rates. A study by SaaS Capital found that companies with a demo had a median conversion rate of 22%, compared to a median conversion rate of 18% for companies without a demo.
  6. Metrics: Measuring and analyzing free trial metrics can help identify areas for improvement. For example, Intercom increased their free trial conversion rate by 25% by focusing on activation metrics, such as the number of users who completed a key action during the trial.
  7. Real-World Examples: Companies such as Dropbox and HubSpot have seen success with free trials. Dropbox’s free trial resulted in a 60% conversion rate, while HubSpot’s customized onboarding process and free trial resulted in a 25% increase in conversion rates.

In conclusion, free trials are a successful strategy for SaaS businesses to acquire and convert customers. The key to success is customizing the experience, setting appropriate time limits, and measuring and analyzing metrics to identify areas for improvement. Real-world examples such as Dropbox and HubSpot showcase the effectiveness of free trials in driving conversion rates.

SaaS free trials – Designed For Conversion

SaaS free trials have become a popular marketing strategy for software companies looking to acquire new customers. By offering a free trial period, companies can provide potential customers with an opportunity to test their product before committing to a purchase. This approach has proven to be highly effective in driving conversions and increasing revenue for SaaS businesses. In this article, we’ll explore how SaaS free trials are designed for conversion and why they have become a critical component of SaaS marketing.

  • The Importance of User Experience

One of the key factors in designing a successful SaaS free trial is the user experience. The trial should be easy to sign up for and should provide a seamless experience for users. The trial should also provide enough time for users to explore the product and determine if it is a good fit for their needs. By focusing on the user experience, SaaS companies can create a positive first impression and increase the likelihood of conversion.

  • Limited Functionality

Another way SaaS companies design their free trials for conversion is by limiting the functionality of the product during the trial period. This approach encourages users to upgrade to a paid subscription to unlock additional features and functionality. By providing a taste of what the product can do, SaaS companies can entice users to upgrade to a paid subscription to access the full suite of features.

  • Personalization

Personalization is another critical component of designing a successful SaaS free trial. By tailoring the trial to the user’s needs and preferences, SaaS companies can create a more personalized experience that resonates with users. This approach can help to build trust and increase the likelihood of conversion.

  • Automated Onboarding

SaaS companies also use automated onboarding processes to help users get started with the product quickly and easily. By providing clear and concise instructions, SaaS companies can help users understand how the product works and how to get the most out of it. This approach can help to reduce churn and increase the likelihood of conversion.

  • Customer Support

Another important factor in designing a successful SaaS free trial is customer support. By providing excellent customer support during the trial period, SaaS companies can help to build trust with users and increase the likelihood of conversion. This approach can also help to reduce churn and increase customer satisfaction.

  1. Upselling

SaaS companies also use upselling tactics during the trial period to encourage users to upgrade to a paid subscription. This approach can include offering discounts or special pricing for upgrading during the trial period. By providing a clear value proposition, SaaS companies can entice users to upgrade and increase their revenue.

  • Data Analytics

Finally, data analytics play a critical role in designing successful SaaS free trials. By tracking user behavior and engagement during the trial period, SaaS companies can identify areas for improvement and optimize their trial process for conversion. This approach can help to increase customer satisfaction and revenue over time.

In conclusion, SaaS free trials are designed for conversion by focusing on the user experience, limiting functionality, personalization, automated onboarding, customer support, upselling, and data analytics. By implementing these strategies, SaaS companies can create a trial process that resonates with users, builds trust, and increases the likelihood of conversion.

Knowing Your Customer’s Desired Outcome Can Boost Your Traction

As an early-stage startup, one of the most important things you can do to achieve traction and growth is to understand your customer’s desired outcome. When you know what your customers want to achieve with your product or service, you can create a better user experience and offer more value to your customers. This, in turn, can lead to increased engagement, retention, and growth for your startup.

In this article, we will discuss why understanding your customer’s desired outcome is crucial for early traction and how you can go about learning what your customers want to achieve with your product or service.

Why Understanding Your Customer’s Desired Outcome is Crucial for Early Traction

Understanding your customer’s desired outcome is crucial for early traction for several reasons:

  1. Better Product-Market Fit: When you understand your customer’s desired outcome, you can create a product or service that better meets their needs. This can lead to a better product-market fit, which is essential for achieving traction and growth.
  2. Increased Engagement: When you create a product or service that meets your customer’s desired outcome, they are more likely to engage with your product or service. This can lead to increased usage and engagement, which can help drive early traction.
  3. Improved Retention: When you understand your customer’s desired outcome, you can create a product or service that provides more value to them. This can lead to improved retention, as your customers are more likely to stick with your product or service if they feel it helps them achieve their desired outcome.
  4. Positive Word-of-Mouth: When your customers achieve their desired outcome with your product or service, they are more likely to recommend it to others. This can lead to positive word-of-mouth, which can help drive early traction and growth.

Understanding the two parts of the customer’s desired outcome, namely the customer goal and appropriate experience, is essential in creating a product or service that meets their needs and expectations.

The customer goal is the desired end result that the customer wants to achieve by using a product or service. It is the reason why they are using the product or service in the first place. For example, if the customer is looking for a fitness app, their goal could be to lose weight, improve their overall health, or prepare for a competition.

The appropriate experience, on the other hand, is the way the customer wants to achieve their goal. It includes factors such as ease of use, speed, reliability, personalization, and aesthetics. For example, a fitness app may have various features that help the user track their progress, but if it’s difficult to navigate or has a slow loading time, the user may become frustrated and discontinue using the app.

By understanding the customer goal and appropriate experience, a business can tailor its product or service to meet those specific needs. This can lead to greater customer satisfaction, increased retention, and ultimately, higher revenue.

It is also important to note that the customer goal and appropriate experience may change over time. As a business evolves, so do the needs and expectations of its customers. Therefore, ongoing research and analysis of customer feedback is crucial in adapting to these changes and continuing to provide a product or service that meets the desired outcome.

How to Understand Your Customer’s Desired Outcome

So, how can you go about understanding your customer’s desired outcome? Here are a few ways:

  1. Customer Surveys: One of the easiest ways to understand your customer’s desired outcome is to ask them directly. You can use customer surveys to ask your customers what they are trying to achieve with your product or service, and what their goals and objectives are.
  2. Customer Interviews: Another way to understand your customer’s desired outcome is to conduct customer interviews. This allows you to have a more in-depth conversation with your customers and get a better understanding of their needs, goals, and objectives.
  3. User Testing: User testing can also be a great way to understand your customer’s desired outcome. By watching how your customers use your product or service, you can gain insights into what they are trying to achieve and what their pain points are.
  4. Analytics: Analytics can also provide insights into your customer’s desired outcome. By tracking user behavior and engagement, you can gain insights into what your customers are trying to achieve with your product or service.
  5. Social Listening: Social listening is another way to understand your customer’s desired outcome. By monitoring social media and online forums, you can gain insights into what your customers are saying about your product or service and what they are trying to achieve with it.

Putting Your Customer’s Desired Outcome into Action

Knowing your customer’s desired outcome is just the first step. You also need to put that knowledge into action in order to create a product or service that meets their needs and helps them achieve their goals. Here are some key steps you can take to put your customer’s desired outcome into action:

  1. Create a value proposition: A value proposition is a statement that explains what your product or service does, who it’s for, and why it’s better than other alternatives. It’s important to create a value proposition that speaks to your customer’s desired outcome. For example, if your customer’s desired outcome is to improve their productivity, your value proposition might focus on how your product can help them get more done in less time.
  2. Use customer feedback to inform product development: Your customers are the best source of information on what they want and need from your product. Use customer feedback to inform your product development process and ensure that you’re building a product that meets their needs.
  3. Conduct user testing: User testing involves having real users interact with your product and provide feedback. This is a great way to see if your product is meeting your customer’s desired outcome and identify areas for improvement.
  4. Focus on the user experience: The user experience is how your customers interact with your product or service. It’s important to focus on creating a positive user experience that helps your customers achieve their desired outcome. This might involve simplifying the user interface, streamlining the onboarding process, or providing helpful resources and tutorials.
  5. Measure success based on customer outcomes: In order to determine if your product is meeting your customer’s desired outcome, you need to measure success based on their outcomes, not just your own metrics. For example, if your customer’s desired outcome is to improve their fitness, your success metric might be the number of pounds they’ve lost or the number of workouts they’ve completed.
  6. Iterate and improve: The process of putting your customer’s desired outcome into action is an ongoing one. You need to continually iterate and improve your product or service based on customer feedback and outcomes. This might involve adding new features, improving the user experience, or changing your value proposition based on new insights.

Overall, putting your customer’s desired outcome into action is key to creating a successful product or service. By focusing on your customer’s needs and goals, you can create a product that truly meets their needs and helps them achieve their desired outcome.

Here are 10 examples of real startups that leveraged their customer’s desired outcome to boost early traction:

  1. Airbnb – By understanding that their customers’ desired outcome was not just to have a place to stay, but to have a unique and authentic experience while traveling, Airbnb was able to create a platform that connects travelers with local hosts who offer personalized experiences.
  2. HubSpot – HubSpot recognized that their customers’ desired outcome was to attract and convert more leads into customers. With this in mind, they created a suite of inbound marketing tools that help businesses optimize their online presence to attract more leads and turn them into customers.
  3. Dropbox – Dropbox recognized that their customers’ desired outcome was to have a secure and easy-to-use file sharing and storage platform. By creating a simple and intuitive platform that seamlessly integrates with other tools, Dropbox was able to gain a significant market share in the file sharing and storage space.
  4. Headspace – Headspace understood that their customers’ desired outcome was to improve their mental health and wellbeing. By creating a meditation and mindfulness app that is easy to use and personalized to each user, Headspace was able to gain a large and dedicated user base.
  5. Hootsuite – Hootsuite recognized that their customers’ desired outcome was to efficiently manage their social media presence. By creating a platform that allows businesses to manage multiple social media accounts from one place, Hootsuite was able to become a go-to solution for social media management.
  6. Casper – Casper understood that their customers’ desired outcome was to have a comfortable and restful sleep. By creating a high-quality mattress that is designed to provide optimal comfort and support, Casper was able to disrupt the traditional mattress industry and gain a significant market share.
  7. Slack – Slack recognized that their customers’ desired outcome was to have a seamless and efficient communication platform for their teams. By creating a messaging app that integrates with other productivity tools and allows for easy collaboration, Slack was able to become a leading team communication platform.
  8. Peloton – Peloton understood that their customers’ desired outcome was to have a convenient and engaging way to exercise at home. By creating a high-tech exercise bike that allows users to participate in live and on-demand classes, Peloton was able to become a highly sought-after fitness brand.
  9. Warby Parker – Warby Parker recognized that their customers’ desired outcome was to have affordable and stylish eyewear. By creating a direct-to-consumer model that eliminates markups and offering a wide range of stylish frames, Warby Parker was able to disrupt the traditional eyewear industry.
  10. Uber – Uber understood that their customers’ desired outcome was to have a convenient and affordable way to get around. By creating a ride-sharing platform that connects drivers with riders and offers competitive pricing, Uber was able to transform the transportation industry.

The mix-up between Knowing Your Customer’s Desired Outcome and customer pain point can occur because they are related but distinct concepts. While customer pain points refer to the problems, challenges, or frustrations that customers face, the desired outcome refers to the results, benefits, or solutions that customers are looking to achieve.

One reason for the mix-up could be that addressing customer pain points is often a way to help customers achieve their desired outcomes. For example, a customer may have a pain point of not being able to effectively manage their time, and their desired outcome is to be more productive. A product or service that helps them manage their time more effectively would address their pain point and help them achieve their desired outcome.

Another reason for the mix-up could be that some startups may focus too much on the customer pain points without understanding the desired outcome. They may be so focused on solving the immediate problem that they overlook the larger goal or objective the customer is trying to achieve. This can lead to a product or service that addresses the pain point but does not ultimately meet the customer’s desired outcome.

Therefore, it is important for startups to understand both the pain points and desired outcomes of their customers to develop products and services that effectively address their needs and provide value. By understanding both concepts, startups can create solutions that not only solve immediate problems but also help customers achieve their larger goals and objectives.

Challenges in finding ideal users

Start-up is a stage in the process of turning a business idea into an established real company and a ‘start-up’ is a company that is confused about – what its product is? Who its customers are? How to make money?

We start with assumptions about everything, to begin with. 

The more early you start to get a sense of theories against reality, the safer you are.

With an incredible fit between you and your early adopters, they play a crucial role in speeding up this process of clarity before your resources are exhausted.

Early adopters optimize your efforts. And yet, in practice, we see many founders do not seek early adopters.  And many of those who attempt to seek them find it challenging too.    

Here are 6 commonly seen challenges in finding early adopters. 

Challenge # 1 – Better mousetrap fallacy

Even founders who believe in lean startup methods tend to fall into it. The “better mousetrap fallacy” is the mistaken belief that a superior product will automatically generate customers. It is easy for start-up founders to get blinded by their new product as they are working hard to build.

And, it is this fallacy that some founders tend to not give much attention to working on getting early adopters.

What is the problem with this?

  • What if the market does not need your product, no matter how good it is?
  • What if your better product is not valued over the existing product, how would you know?

What works?

  • You have to get in touch with your early adopters, find out what they really want and need and then give it to them.
  • Building a product is relatively the easy part, now you have to find someone to buy your product.

Challenge # 2 – trying to scale early

Premature scaling is “spending money beyond the essentials on growing the business before nailing the product/market fit.”  Or, spending resources on mass marketing much before you know what solution might work for sure.

Why does this happen?

  • We like the very idea of a million users. The absolute numbers when you work on individual users seem so small at first.
  • We don’t like engaging with users individually because it’s hard and demoralizing to be rejected.
  • We are shy and feel lazy to recruit users individually,

Instead, what will work?

  • All successful startups started from a countable number of users or early adopters and grew through repeatedly doing things that don’t scale.
  • When you’re starting out, you should use all the channels that the big guys can’t use because they are focused on scale.

Challenge # 3 – mistaken identity

Some users sign up for a variety of reasons (other than the consideration of their pain point), though they may not be having an urgency to solve the problem that you are trying to solve. And, for the reasons that they signed up early, you mistake them for being early adopters.

What is the problem with this?

  • If the users who signed up are not desperate to find solutions, there is less likelihood of an active usage of your product or them buying it.
  • And until users start using your product actively, you will not get any feedback about its usefulness.
  • You remain in denial about your product’s lameness

What works?

  • In early-stage startup building, you need active users or early adopters who will give you feedback on your product.
  • Since they are anxious to see if your product works for them, they will be active in using it.
  • Only when you get feedback from early users on what works for them and what doesn’t, you can potentially build a product that a lot of people would buy.

Challenge # 4 – at loss with them

We don’t know where to find them and we don’t know how to reach out to them.

We don’t know how to get them on board.

We don’t know how to engage with them.

We don’t know how to de-code what they tell us.

What works?

  • It is not a rocket science that you cannot learn.  And this course will equip you to be confident in dealing with early adopters.
  • The key to doing it right is to treat each individual user as a human and not as something that adds to numbers.
  • Connect with each user individually.

Challenge # 5 -pitching urge

In pitching, since you are doing most of the talk, it is likely that customers pretend to go along with what you are saying.

In the learning frame, you set the context but let the customer do most of the talking.

In an early product building phase, learning is more critical than pitching when you meet your early adopters.

We need to get some facts to qualify our hypotheses (guesses) about what kind of product customers will buy before we start selling them our idea or product.

But many times, we give a miss to this.

Why?

  • We come under pressure from targets.
  • It is very hard to resist the temptation to pitch or sell our product or idea and in the process, we tend to forget “learning” as the core objective of customer discovery.
  • We tend to not care to learn about prospects, it’s just so much easy to focus on product and technology instead.

What works?

  • With customer discovery, the initial goal is not pitching but learning.
  • Make course adjustments before you build a large product.

Challenge # 6 – avoiding unsexy stuff

There is hard work involved in locating prospects to be approached for customer discovery and at times it is hard to reach out to them and convince them to spare time for us.

The whole process is time-consuming. It would take the focus away from product development, design and sales.

And, this prompts us to do things that could possibly not require us to do such hard work and make us do boring stuff.

What is the problem with this?

If you don’t do what is needed to reach your early adopters, you will never be able to reach them.

What works?

  • Life is too short to build something that no one wants.
  • Save time and money by discovering early on if something won’t work.
  • Discovering early adopters is the key to discovering if you are doing good.

Summing up

There is a double benefit of seeking them. First, you acquire active users, and second, you define your product.

On the other side, inaction is doubly dangerous. First, you fail to grow, and second, you remain in denial about your product’s lameness.

To scale or not?

Everything that you need to do about early adopters, from finding them to getting them on board to making them happy, this amounts to doing something that probably wouldn’t fit into a “scaling up” action.

The need to do something unsalable, laborious to get started is so nearly universal that it might be a good idea to stop thinking of startup ideas as scalars.

Actually, startups take off because the founders make them take off. There may be a handful that just grew by themselves, but usually, it takes some sort of push to get them going. Once the engine gets going, it would keep going, but there is usually a separate and laborious process to get it going.

“Find one person who gives a shit. The rest Is easy.” This is the spirit you adopt when you are working on your early users or early adopters.

It’s all about making someone care. Just one person. The rest is easy.

Everything seems difficult when you try to do everything at once.

But here’s what works for sure in the early stage of new business building.

You don’t have to worry about getting a whole of people into what you’re doing.

Here’s the rule. It’s the same principle for anyone making something.

All you have to focus and care about is to get one single person to give a shit.

And, why so?  Here are some reasons:

Because it’s manageable.

If you set out with the goal of reaching some set number of people, you’re going to crash and burn.

It is staggeringly demoralizing to do that. If you keep thinking about the audience you need as being an insurmountable number, it will paralyze you.

You will not be able to do anything.

You won’t even be able to find the right place to start.

But if you’re thinking about trying to find just one person — that’s a whole lot easier. That’s doable. It’s a matter of reaching out and starting a conversation about what you’re doing and why. That’s not a tough thing to do.

You can set up a simple outreach process that will allow you to accomplish this every single day.

Because one success is going to motivate you.

Seriously, when just one person cares about something you do, it’s incredibly motivating. You’ve managed to make something that has touched the life of another human being. Someone you don’t know. Someone who now believes in you.

From now on, every time you fuck up, fail or just want to throw in the towel and walk away, you’ll be able to look back on your one success and remember what it’s like to win.

The biggest reason people quit is that they don’t think anybody is going to care. They think that if they disappeared, not one person would notice.

Get to one fan or customer. And there’ll be at least one person who will miss your work.

The drive to get to more than one person comes from there, and it’s a solid, motivating force. A force that will push you forward.

Because you won’t be shouting into the void.

The hardest part about making something is when you put it out there and nobody responds — and it’s like you’re screaming into the void.

That breaks our hearts. It is like getting lost in a sea of voices, with nobody listening or wanting to hear what we say or do.

If we put something out there and didn’t get a response, our natural reaction is to delete it. Hate it. Erase it. Start again.

But if your release strategy is not just to shout about what you’re doing — it’s to give it to one person and get them to care — you won’t experience that deafening silence. You’ll experience a connection.

Without the silence, the urge to give up will weaken slowly, every day. It may even disappear altogether. You’ll feel better about what you’re doing.

Because it’ll make you appreciate every win.

When our goal is to achieve some big number and when it is underachieved, we feel we have failed. But, there is another bunch of people who are on board, and we tend to fail to appreciate their onboarding in the process.

When just reaching a single person is your goal, you will never feel like you are a failure, when you meet your goal. You don’t feel like you are falling short.

You start appreciating every single win.

Taking anything for granted is bad. Taking your audience for granted is terrible. Don’t do it. You need to appreciate everyone, every single person who cares about what you do.

They’re real people, and they have lives and feelings and a limited amount of time to spend on this rock, and they decided to spend some of that time on you. Unless you’re selfish, that should matter.

Because, you can build on one person, every day.

One person isn’t enough of a fan base or customer base to let you do anything big. And you’re 100% right.  But you remember how manageable it was to reach out to just one person and get them to care?

What if you did that every single day? Every day, at the top of your To-Do list, you have one task. Reaching out to another person and telling them about what you do and trying to explain why they should care.

If you do that every day for a year, not everyone is going to respond. Not everyone will like what you do. Not everyone will give a shit. But if even just 50% of the people you talk to are interested, you’ll have 180 people.

Because one person who genuinely gives a shit is better than 10 casual fans.

It is always better to have one person that has a personal connection with us and the work that we do than 10 people who maybe care a little, who are interested one day but not so interested the next.

You need to divide your audience or customers into two groups. Numbers and people. The numbers are the ones you can’t care about. They’re the faceless statistics that you see in your analytics panel.

They’re the bulk of the 1,000 views you might have had on that one blog post or Facebook post likes. They’re impressive. But they don’t matter.

The people are the ones who talk to you every day, who look forward to your work, and want to engage with it.

They’re faithful. They’re loyal. They’re long-term. And you’ll learn their names one by one because you’ll have some incredible conversations with them. The chances are, these are the people who started as your single daily out-reach.

The people are the ones who matter.

Because you can ask them for feedback.

Feedback is so important to everything we do. We can never see how crap something is until other people point it out because we live in our own world where we believe that we are awesome.

When you can get some quality, honest feedback from somebody it lets you step into their shoes and look through their eyes and understand a different take on what you are doing.

Being able to reach out to one person, on an individual level, means you have an opportunity to get some of that incredible and honest feedback every single day without begging people for it or waiting for an anonymous troll to give you way too much of their opinion.

Just imagine how much you could learn.

Because you can create an advocate.

This is the dream. Having somebody who loves what you do and has enough of a connection with it to become your biggest advocate. When you’ve done it right and built up someone to honestly give a shit about you, you’re starting your own tribe.

They’ll find other people and want to share your work with them. They will spread the word. They will stand up for you, fight for you and repeat your name where it matters.

Summing up 

If you start small, it does not mean you have to finish small. All it means is that you’re taking on a manageable slice of work that you can easily accomplish.

Ideal users: Where and how to find them

Who are we essentially finding?

You are finding people who

  • Have a problem that you are trying to solve
  • Are aware of the existence of the problem
  • Have already tried to solve the problem and are unhappy with the current solution to the problem; so they are still actively looking for a solution 
  • Have a budget to get the problem solved

But the harder part is – they don’t wear tags or introduce saying they are “early adopters”.

There is no agency or website that can supply you with early adopters.

So, how do we identify them?

We can look for some other “tags” which they wear!

The secret to the tag to be used lies in “finding a solution”.

Where do they seek a solution to their problem?

You need to find places where they hang out in search of a solution.

To find your early adopters, first ask yourself, what are the behaviors of someone who is actively seeking a solution to this problem right now? These actions make up your solution-seeking behaviors list.

This list of solution-seeking behaviors is a great start, but…

It’s critical you talk to the people who demonstrate these behaviors to see what problem they are actually trying to solve. 

First, identify those externally observable behaviors

If you turn a solution-seeking behavior into a behavior that you can identify, you’ve probably found an early adopter.

A list of externally observable behaviors helps you answer the question: where do you find your early adopters? The answer is written within each of these behaviors.

Once you write down the externally observable behaviors—things that you as an outsider can see—you know where to find your early adopters.

Summing up

You find early adopters in the places that they are trying to solve their problems and to find them, look for solution-seeking observable behavior.

If you can’t find early adopters, you can’t build a business

It’s as critical as that for you to get your early adopters or early users.

First of all, the discovery of early adopters gives you the first signal that you are not doing badly.

Early adopters happen to have the problem that you are trying to solve and so, when you discover them, you know the problem that you want to solve exists, and there are definitely some people out there who have the problem that you want to build a solution for.

In other words, early adopters validate the problem.

With their discovery, you turn your assumption that there exists the problem into validated learning.

They give the most valuable insights for product building. When you the starting up, just the way you start with the assumptions about the pain point or the problem, you also start with assumptions about a  potential solution that would work for the customers.  If you build a new product based on your hunches or assumptions about what matters to the customers, there is a chance that you may build something that doesn’t meet their key requirements.

You need customers’ perspectives, rather than your views about their perspectives.

When you find early adopters who happen to be aware of the problem and happen to be aware of how they think it needs to be solved, they will give you feedback and insights that you aren’t able to gain on your own.

And these insights are the ones that would ensure you build something with features that people want.

Building a product is NOT “the product” of your startup. Your business model is “the product”.  Once we acknowledge that the solution is not the whole product and that we don’t need to pretend to believe our made-up answers, we shift from pitching to learning — from other people – your early adopters.  They validate or invalidate all crucial elements of your business model – value proposition, channels, price, and more.

Working with early adopters allows you to ship early.  Early adopters will go for your product even if it is not a finished one. They don’t mind the bugs so no need to wait till “it’s perfect” before you ship.  As long as it meets the core requirement of theirs or you are willing to work towards what they need, they will be willing to live with you even with the not perfectly finished product.

Early adopters are a necessary step on the way to convincing the pragmatist customers your company needs to sign on.  The early adopters should help you get references to selling to your ultimate target market.

In the diffusion curve, the early adopters are the ones that represent the group that buys or uses a new product/service first. The early adopters are followed by the early majority, late majority, and laggards.  But there’s one thing you have to do before your early majority will jump on board – you have to get your early adopters.   Without Early Adopters, there’s no one to tell your early majority about your product. If you don’t get your early majority, no one will convince your late majority to use your product, and of course, you’ll never find your laggards.

Early adopters are the most critical element for a new business building.

If you can’t find early adopters, you can’t build a business.

Early adopters and beta testers

Early adopters are the early users. They come on board because they are looking for a solution to some challenge and your product seems to hold potential in that regard.

They are not beta testers.

A beta tester is someone you pay to evaluate your product, use it, and give feedback on bugs therein.

A beta user could also be a friend, acquaintance, or friend of a friend doing you favor using your product. 

Beta testers are anxious to test your product to the extent that you are paying them. Or, beta users will be willing to test your product to return a favor or barter for a future favor.

On the other hand, an early adopter is someone who believes that your product will help to solve a problem or meet a need and who you believe has a  reasonable prospect of deriving value from your product. If they are evaluating your product they may not have paid for it yet but the expectation is that they will pay if they achieve a satisfactory outcome in a given period of time that is mutually agreed to.

Early adopters are anxious to see if your product will produce a better result than the existing alternatives that are available to them. They are not anxious to “test” your product.

Typically, early adopters will live with some bugs in your product, as long as it meets their core requirement or as long as they see you are gearing up to go there.

Both early adopters and beta testers have their own place in your product building process, You only need to know which one you need and in what context.