2. Determining if Your Product is MUST HAVE Flashcards
(75 cards)
What do all fast-growth companies have in common?
They make a product that a large group of people love.
What is the baseline requirement for rapid and sustainable growth?
Building a must-have product.
What common mistake do start-up founders often make?
They try to drive customers to a product that isn’t loved or understood.
Name two examples of innovative products that failed due to lack of consumer interest.
- Google Glass
- Amazon’s Fire Phone
What was the fate of the Microsoft Zune?
It never generated more than a single-digit share of the market and was discontinued in 2011.
What must growth teams know before pushing for growth?
They must know their product is must-have, why it’s must-have, and to whom it is a must-have.
True or False: Marketing can make people love a substandard product.
False.
What are the two opportunity costs of pushing for growth too soon?
- Spending money and time on wrong efforts
- Making early customers disillusioned critics
What is a common misconception about growth hacking?
That it is primarily about building virality into products.
What is the ‘aha moment’?
The moment when the utility of the product really clicks for the users.
What was Yelp’s initial struggle against?
Stiff competition from Citysearch.
What feature led to Yelp’s growth?
The ability for users to post reviews of local businesses.
What does an ‘aha experience’ contribute to a product’s growth?
It is too remarkable not to value, to return to often, and to share.
Fill in the blank: For Uber, the aha moment was _______.
You push a button and a black car comes up.
What did Twitter discover about user engagement in its early days?
Users who followed at least 30 other users were more engaged.
How many responses did Qualaroo find necessary for trial users to see value?
50 responses.
What threshold of messages sent and received did Slack identify for user engagement?
2,000 messages.
What is a vital step in determining if a product has aha potential?
Seeking out truly avid fans by mining user data and feedback.
What can sometimes lead to further product development or a substantial pivot?
Identifying what a product’s aha moment is.
What is the primary purpose of seeking out avid fans of a product?
To determine the product’s ‘aha potential’ and uncover value differences in usage
This helps identify features that may appeal to less enthusiastic users.
What is the first question in the Must-Have Survey?
How disappointed would you be if this product no longer existed tomorrow?
Response options include ‘Very disappointed’, ‘Somewhat disappointed’, ‘Not disappointed’, and ‘N/A—I no longer use it’.
What percentage of ‘very disappointed’ responses indicates sufficient must-have status?
40 percent or more
This threshold allows the team to proceed with growth efforts.
What should be the focus if less than 25 percent of respondents answer ‘very disappointed’?
Identify if the audience is the wrong fit or if the product needs more substantial development
This indicates a need for significant product improvement.
What question helps identify the chief competition for customers?
What would you likely use as an alternative to [name of product] if it were no longer available?
Responses can reveal competing products and their appealing features.