“Hey Twitterverse! Check out our new awesome app concept. Enter your email address to be included in our arbitrarily limited beta. We’ll nag you for feedback after you’ve barely used our hastily assembled product. It’s going to be epic! We’ll make billions and you’ll get this rad t-shirt.”
Does this sound familiar? There’s a good chance you’ve heard of some new concept before, making big claims about what they are eventually going to do for the world. Often, the people who build these concepts have no experience doing so. The lucky ones have guidance from mentors, folks who have founded, built, and sold companies before. Maybe it’s more accurate to say that some mentors are lucky enough to work with startup founders who listen. In nearly every case of entrepreneurial failure I’ve witnessed, the founders were reluctant to hear any advice that put them outside their plans and expectations about their business. Some died a quick painless death. Others managed to collect revenue, only to wallow in the pit of customer retention despair.
What was their primary mistake? Asking for feedback.
Many first-time entrepreneurs build immediately, based on their intuitions and (hopefully) years of experience dealing with some pain in a specific industry. They do not take time to survey potential customers. They are often blinded by the belief that they must be first to market. It never hurts to be first to market, unless you’ve rushed to get there. Typical bootstrappers have no budget, which means they choose to skip important steps, such as persona development and user research. Instead, they go straight to visual design so they can have pretty pictures to show investors. From there, they hire code monkeys to make software that looks like the pictures. This is exhausting for everyone involved, as no high level awareness of the core product exists without sketches and storyboards, which were skipped to keep costs low. Eventually, they send out those beta invites to the few hundred people who have expressed interest.
“Tell us what you think!” might as well be “share your deepest concerns about your edge case, so we can focus our time building things only one user requested instead of the one thing we set out to do in the first place.”
Publishing a product and allowing it to grow organically is a great way to gauge customer interest. It’s also an excellent path to information that will serve far greater purpose than customer feedback. By reviewing analytics of actual user behavior, we see a pure unfiltered stream of high quality information. Communication is hard. People lie. They don’t ask for what they really want. They are inarticulate. Behavior data never lies. Ask for feedback, and you’ll hear many suggestions for features. You’ll need to interpret the feedback, collect similar ideas, prioritize the resulting feature requests, and make difficult choices about which features to add and in what order. Look at behavior analytics, and you’ll see precisely the point in your workflow where users give up. If 75% of your users click cancel at the end of an interaction, there’s a good chance the interface is hard to use.
Focus on what you know, not what you think you know, nor what you hope to be true. Hope is not a business model. Feedback is at best a distraction. User research and behavior analytics are your salvation.