![]() Reforge thinks about their sustainable growth strategy as a qualitative growth model grounded in strong communication. The goal for launches is to create a long-term, sustainable growth strategy. Standard, linear product launch strategies target all users, an approach that depletes the fuel tank and threatens successful future launches. The problem, as Brian pointed out, is that “it's much harder to fill the fuel tank than it is to drain it in today's environment, where all of our customers are getting overwhelmed with messages.” The reasoning is that irrelevant messages require more of a user's attention than positive, targeted messages, which require less attention. But fuel can also be removed from the tank - for example, irrelevant messages consume fuel. He explained that these are things that add value, meet user needs, and result in a positive experience. “Psych,” Brian explained, is defined as “a unit of measurement of user motivation or attention.”īrian used the analogy of a fuel tank that can be filled with all the items users want. Reforge uses the “Psych” Framework, developed by Darius Contractor, to determine user intention and motivation. It's in your best interest to be protective of their experiences and avoid bombarding them with irrelevant messages that test their patience. Users have only so much attention to give your product. The result is that it takes much longer to deliver on a product that meets the needs of the right segment of your audience. It's highly unlikely that you'll find that diamond in the rough in hindsight if you fill your system with needless data.” In reality and in practice, this is 10X more difficult than we actually think it is. Launching to everyone results in lower retention rates over time.īrian explains “It's easy to think that we can work backwards to try to find that diamond in the rough. Without segmenting your audience, this, too, can result in a slow validation process. Like retention curves show how well you're able to retain users over time and deliver on the promised value. Avoid “noisy” qualitative feedback, which hides the real feedback you need and slows down your validation process, by segmenting your audience.įeedback from the entire user base (in gray) drowns out the feedback from your target segment (in blue). Like Net Promoter Score (NPS) and Customer Satisfaction Score (CSAT) can be corrupted when you get negative feedback from users who are not meant to test the first version of your product or feature. This is done by using the following: Qualitative signals Validating product and feature hypothesis slows downĪn important part of your launch plan is validating the product and feature quickly. The people you want to focus on are those you’ll meet at Step 2 - it’s the segment of users who are most likely to have already had their expectations met and will be most likely to tell everyone about a new product or feature.Ģ. But because new products and features are launched as early versions not meant for everyone, users whose expectations have not yet been greatly exceeded give negative feedback and kill the WOM cycle. Brian explained that, at this point, you control “the audience coming in and what the audience experience is.”Īll too often, product launch strategies show the same promotional material to the entire audience and expect users to want to share it. What brands don't realize is that Step 2 of the loop, Greatly Exceeds Expectations, can indeed be controlled. Those people decide to try the product as well, and the loop repeats itself. New users sign up to use a product, they use the product and realize that it exceeds their expectations in comparison to other alternatives, and in turn tell other people about it. Think of WOM as a loop that looks something like this: The problem, as Brian pointed out, is that “brands see WOM as something that just happens, not scientific, and not something that can be controlled.” With WOM, growth might be slow over time, but this sets the stage for accelerated growth later on because it builds such a strong foundation. If churn outpaces growth, then WOM isn’t strong enough to support your business on its own. Brian explained that a good way to evaluate your growth is to take away all other forms of your marketing strategy - this means emails, paid ads, anything that promotes your product - and see whether your company continues to grow. Word-of-mouth is not enoughĪt the heart of almost every successful growth strategy is word of mouth (WOM). Let's discover how these hold you back from long-term growth. Often, companies skirt around this concept and, as Brian points out, their new product launch strategy fails for one of four reasons. ![]()
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