DR: 3 articole despre viteză, customer interaction, pr si product development

De retinut informatii pentru mai tarziu

Încep această serie #DeRetinut din 2 motive, unul este pentru a le reține eu, deoarece încep să se piardă în negura Facebookului personal sau a articolelor salvate, a threadurile de email sau alte locuri în care salvam informațiile, iar în al 2-lea rând ca alți oameni să ajungă mai ușor la informații, tot ce am învățat/afla până acum am dat mai departe, iar pe blog cred că poate să ajungă la și mai mulți oameni.

Așadar astăzi recomand 3 articole, primul scris de fondatorul Slack, un serviciu software cu o creștere astronomică, al doilea de către dezvoltatorul Google Apps, iar cel din urmă de dezvoltatorul Gmail.

1) From 0 to $1B – Slack’s Founder Shares Their Epic Launch Strategy,

  • We started inviting teams in batches and watched what happened. Then we made some changes, watched what happened, made some more changes.
  • Work closely with your PR firm to find your hook. It can be personalities on your team, impressive customers you already have in the bag, prestigious investors, etc.
  • Engage with interested parties in your networks (prioritizing those with lots of followers and known influence) to broaden your reach.
  • Don’t worry about repetition. It will only help you stay top of mind for prospective users.
  • Teach Users Why They Need Your Product
  • Founders learned even more themselves. Butterfield and his cofounders are voracious readers of user feedback
  • When key users told us something wasn’t working, we fixed it — immediately.
  • “If you put that all together, we probably get 8,000 Zendesk help tickets and 10,000 tweets per month, and we respond to all of them.”
  • Every customer interaction is a marketing opportunity. If you go above and beyond on the customer service side, people are much more likely to recommend you.
  • Know Your Magic Number and What Your Metrics Mean
  • We don’t cut corners, and we try to focus on the few things that are most important to our product vision.


2. Speed as a Habit

  • I’ve long believed that speed is the ultimate weapon in business. All else being equal, the fastest company in any market will win. Speed is a defining characteristic — if not the defining characteristic — of the leader in virtually every industry you look at.
  • I believe that speed, like exercise and eating healthy, can be habitual.
  • A good plan violently executed now is better than a perfect plan next week.
  • Do you remember the last time you were in a meeting and someone said, “We’re going to make this decision before we leave the room”? How great did that feel? Didn’t you just want to hug that person?
  • The key takeaway: WHEN a decision is made is much more important than WHAT decision is made.
  • Deciding on when a decision will be made from the start is a profound, powerful change that will speed everything up.
  • We’re deeply driven by the belief that fast decisions are far better than slow ones and radically better than no decisions.
  • It’s important to internalize how irreversible, fatal or non-fatal a decision may be. Very few can’t be undone.
  • You know you’re going fast enough if there’s a low-level discomfort, people feeling stretched. But if you’re going too fast, you’ll see it on their faces, and that’s important to spot too.
  • All it takes is asking the simplest question: “Why can’t this be done sooner?” Asking it methodically, reliably and habitually can have a profound impact on the speed of your organization.
  • You don’t have to be militant about it, just consistently respond that today is better that tomorrow, that right now is better than six hours from now.
  • The candle is always burning. You need leadership to feel and infuse every discussion with that kind of urgency.
  • A lot of people assume dependencies where they don’t even exist.
  • If you can knock out big chunks of a project early, you can reduce the overhead of the remaining parts by 90%. You should always be on the lookout for these opportunities. Often, it will be one tiny element of a project that’s adding all of the complexity.
  • You can either set the pace of the market or be the one to react. Whoever is fastest out of the gate is the one everyone else has to react to.
  • How can you make other people look good? How can you make meeting your needs a win for them inside their company?
  • Questions are your best weapon against inertia.
  • There’s not always a stark tradeoff between something done fast and done well. Don’t let you or your organization use that as a false shield or excuse to lose momentum. The moment you do, you lose your competitive advantage.


3. If your product is Great, it doesn’t need to be Good.

  • If you do a few things incredibly well, the rest doesn’t really matter
  • Missing features are typically available in a variety of unsuccessful competing products, which leads people to erroneously conclude that a successful product would necessarily have even more features!
  • I believe this “more features = better” mindset is at the root of the misjudgment, and is also the reason why so many otherwise smart people are bad at product design
  • Pick three key attributes or features, get those things very, very right, and then forget about everything else.
  • By focusing on only a few core features in the first version, you are forced to find the true essence and value of the product.

Acest articol face parte din seria DR: #DeRetinut

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