Customer Feedback Quotes

Entrepreneurs are always taking feedback, especially from their customers, bankers, workers, and sales force. Without straightforward feedback, entrepreneurs cannot make sound decisions.

The point is not to find the average customer but to find early adopters: the customers who feel the need for the product most acutely. Those customers tend to be more forgiving of mistakes and are especially eager to give feedback.

Each design is a proposed business solution — a hypothesis. Your goal is to validate the proposed solution as efficiently as possible by using customer feedback.

When you send out a feedback form to your customers and they share their opinions with you, don’t just ignore them. It’s time for you to make a decision based on what your customers have just shared with you.

When you first start off trying to solve a problem, the first solutions you come up with are very complex, and most people stop there. But if you keep going, and live with the problem and peel more layers of the onion off, you can oftentimes arrive at some very elegant and simple solutions. Most people just don't put in the time or energy to get there.

Paying attention to customer feedback includes looking back over the data, as well as listening in real-time. Show your customers you hear them when they take the time to speak to you.

The MVP has just those features considered sufficient for it to be of value to customers and allow for it to be shipped or sold to early adopters. Customer feedback will inform future development of the product.

as well as for the team making restaurant reservations, experimenting along the way paid off. The iterative process, where small changes are made in response to customer feedback, allowed them to optimize their strategy on the fly.

The main reason products fail is because they don't meet customer needs in a way that is better than other alternatives.

Design only what you need. Deliver it quickly. Create enough customer contact to get meaningful feedback fast.

First: It’s faster. Paid ads can give you immediate feedback. I can turn an ad on and within minutes have people flooding into my funnels.

People who succeed in business aren't afraid to hear feedback from their customers -- they actually thrive from it.

Only 5 percent of entrepreneurship is the big idea, the business model, the whiteboard strategizing, and the splitting up of the spoils. The other 95 percent is the gritty work that is measured by innovation accounting: product prioritization decisions, deciding which customers to target or listen to, and having the courage to subject a grand vision to constant testing and feedback.

Customers care about being heard, and they care about having their feedback taken into account and knowing that something is being done because of that. They don’t care about when the next version of your product is coming out.

The Lean Product Process consists of six steps: Determine your target customers Identify underserved customer needs Define your value proposition Specify your minimum viable product (MVP) feature set Create your MVP prototype Test your MVP with customers

So, why do we do development work in these short cycles? To learn. Experience is the best teacher, and the scrum cycle is designed to provide you with multiple opportunities to receive feedback—from customers, from the team, from the market—and to learn from it.

Even in the face of massive competition, don’t think about the competition. Literally don’t think about them. Every time you’re in a meeting and you’re tempted to talk about a competitor, replace that thought with one about user feedback or surveys. Just think about the customer.

BIG BUTS: 5 OBSTACLES TO PROVIDING GREAT SERVICE Key Points: There are five reasons businesses and organizations do not answer every complaint, in every channel, every time. Each of these obstacles must be overcome to hug your haters effectively: There are too many channels. There is too much feedback. You take complaints personally. You fear getting scammed. You don’t have a customer service culture.

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

When applying agile practices at the portfolio level, similar benefits accrue: • Demonstrable results—Every quarter or so products, or at least deployable pieces of products, are developed, implemented, tested, and accepted. Short projects deliver chunks of functionality incrementally. • Customer feedback—Each quarter product managers review results and provide feedback, and executives can view progress in terms of working products. • Better portfolio planning—Portfolio planning is more realistic because it is based on deployed whole or partial products. • Flexibility—Portfolios can be steered toward changing business goals and higher-value projects because changes are easy to incorporate at the end of each quarter. Because projects produce working products, partial value is captured rather than being lost completely as usually happens with serial projects that are terminated early. • Productivity—There is a hidden productivity improvement with agile methods from the work not done. Through constant negotiation, small projects are both eliminated and pared down.

Shifting customer needs are common in today's marketplace. Businesses must be adaptive and responsive to change while delivering an exceptional customer experience to be competitive. Traditional development and delivery frameworks such as waterfall are often ineffective. In contrast, Scrum is a value-driven agile approach which incorporates adjustments based on regular and repeated customer and stakeholder feedback. And Scrum’s built-in rapid response to change leads to substantial benefits such as fast time-to-market, higher satisfaction, and continuous improvement—which supports innovation and drives competitive advantage.

To be clear, splitting your time evenly between product and traction will certainly slow down product development. However, it counterintuitively won’t slow the time to get your product successfully to market. In fact, it will speed it up! That’s because pursuing product development and traction in parallel has a couple of key benefits. First, it helps you build the right product because you can incorporate knowledge from your traction efforts. If you’re following a good product development process, you’re already getting good feedback from early customers. However, these customers are generally too close to you. They often tell you what you want to hear.

As soon as we formulate a hypothesis that we want to test, the product development team should be engineered to design and run this experiment as quickly as possible, using the smallest batch size that will get the job done. Remember that although we write the feedback loop as Build-Measure-Learn because the activities happen in that order, our planning really works in the reverse order: we figure out what we need to learn and then work backwards to see what product will work as an experiment to get that learning. Thus, it is not the customer, but rather our hypothesis about the customer, that pulls work from product development and other functions. Any other work is waste.

But the truth is that I’m always teetering between a mature acceptance of life’s immutables and a childish railing against the very same. In the time it takes to get the mail, I can slide from sanguine and full of purpose to pissed off and fuming. As for perspective, there’s a Hertz customer service rep in Des Moines who could release a tape of my recent “feedback” that would make the Internet break. All of which is not to say that I can’t spot the difference between trivial and tragic. I can. I do. I genuflect in gratitude for my health, my husband, my kids, my central heating. I just can’t stay bowed down. I keep popping back up, saying things like, Does anyone else’s back hurt?

As entrepreneurs, product managers, developers, and designers, we love to spend our time coming up with cool new feature ideas and designing great user experiences. However, those items sit at the top two levels of the pyramid of user needs. First and foremost, the product needs to be available when the user wants to use it. After that, the product's response time needs to be fast enough to be deemed adequate. The next tier pertains to the product's quality: Does it work as it is supposed to? We then arrive at the feature set tier, which deals with functionality. At the top, we have user experience (UX) design, which governs how easy—and hopefully how enjoyable—your product is to use. As with Maslow's hierarchy, lower-level needs have to be met before higher-level needs matter.

Get the ongoing process right and it will keep generating ongoing benefits. In our new era, processes trump products. This shift toward processes also means ceaseless change is the fate for everything we make. We are moving away from the world of fixed nouns and toward a world of fluid verbs. In the next 30 years we will continue to take solid things—an automobile, a shoe—and turn them into intangible verbs. Products will become services and processes. Embedded with high doses of technology, an automobile becomes a transportation service, a continuously updated sequence of materials rapidly adapting to customer usage, feedback, competition, innovation, and wear. Whether it is a driverless car or one you drive, this transportation service is packed with flexibility, customization, upgrades, connections, and new benefits.

Many people assume that working from home is like a vacation, where you get to do what you want when you want. This was not the case for me. The demands of eBay put me on the strictest schedule I’d ever endured. Because my auctions were timed, there were very real consequences for missing deadlines. The prime time for auctions to go live was Sunday evening. If mine went up late, that meant my customers, who were likely waiting to pounce on my latest batch of vintage gems, might end up disappointed, instead giving another seller their business. If I took too long to respond to a customer inquiry, she might get impatient, choosing to bid on something else. Shipping orders out late might result in negative feedback, and if I didn’t steam and prep all the clothes the night before a shoot, there wouldn’t be time to get through everything in one day.

Skills Unlocked: How to Build Heroic Character Strengths If you want to make a change for the better or achieve a tough goal, don’t worry about motivation. Instead, focus on increasing your self-efficacy: confidence in your ability to solve your own problems and achieve your goals. The fastest and most reliable way to increase your self-efficacy is to learn how to play a new game. Any kind of game will do, because all games require you to learn new skills and tackle tough goals. The level of dopamine in your brain influences your ability to build self-efficacy. The more you have, the more determined you feel, and the less likely you are to give up. You’ll learn faster, too—because high dopamine levels improve your attention and help you process feedback more effectively. Keep in mind that video games have been shown to boost dopamine levels as much as intravenous amphetamines. Whenever you want to boost your dopamine levels, play a game—or make a prediction. Predictions prime your brain to pay closer attention and to anticipate a reward. (Playing “worst-case scenario bingo” is an excellent way to combine these two techniques!) You can also build self-efficacy vicariously by watching an avatar that looks like you accomplish feats in a virtual world. Whenever possible, customize video game avatars to look like you. Every time your avatar does something awesome, you’ll get a vicarious boost to your willpower and determination. Remember, self-efficacy doesn’t just help you. It can inspire you to help others. The more powerful you feel, the more likely you are to rise to the heroic occasion. So the next time you feel superpowerful, take a moment to ask yourself how you can use your powers for good.

I believe that social media, and the internet as a whole, have negatively impacted our ability to both think long-term and to focus deeply on the task in front of us. It is no surprise, therefore, that Apple CEO, Steve Jobs, prohibited his children from using phones or tablets—even though his business was to sell millions of them to his customers! The billionaire investor and former senior executive at Facebook, Chamath Palihapitiya, argues that we must rewire our brain to focus on the long term, which starts by removing social media apps from our phones. In his words, such apps, “wire your brain for super-fast feedback.” By receiving constant feedback, whether through likes, comments, or immediate replies to our messages, we condition ourselves to expect fast results with everything we do. And this feeling is certainly reinforced through ads for schemes to help us “get rich quick”, and through cognitive biases (i.e., we only hear about the richest and most successful YouTubers, not about the ones who fail). As we demand more and more stimulation, our focus is increasingly geared toward the short term and our vision of reality becomes distorted. This leads us to adopt inaccurate mental models such as: Success should come quickly and easily, or I don’t need to work hard to lose weight or make money. Ultimately, this erroneous concept distorts our vision of reality and our perception of time. We can feel jealous of people who seem to have achieved overnight success. We can even resent popular YouTubers. Even worse, we feel inadequate. It can lead us to think we are just not good enough, smart enough, or disciplined enough. Therefore, we feel the need to compensate by hustling harder. We have to hurry before we miss the opportunity. We have to find the secret that will help us become successful. And, in this frenetic race, we forget one of the most important values of all: patience. No, watching motivational videos all day long won’t help you reach your goals. But, performing daily consistent actions, sustained over a long period of time will. Staying calm and focusing on the one task in front of you every day will. The point is, to achieve long-term goals in your personal or professional life, you must regain control of your attention and rewire your brain to focus on the long term. To do so, you should start by staying away from highly stimulating activities.

As a [type of user], I want to [do something], so that I can [desired benefit].

Here are descriptions of the five customer segments: Innovators are technology enthusiasts who pride themselves on being familiar with the latest and greatest innovation. They enjoy fiddling with new products and exploring their intricacies. They are more willing to use an unpolished product that may have some shortcomings or tradeoffs, and are fine with the fact that many of these products will ultimately fail. Early Adopters are visionaries who want to exploit new innovations to gain an advantage over the status quo. Unlike innovators, their interest in being first is not driven by an intrinsic love of technology but rather the opportunity to gain an edge. The Early Majority are pragmatists that have no interest in technology for its own sake. These individuals adopt new products only after a proven track record of delivering value. Because they are more risk averse than the first two segments, they feel more comfortable having strong references from trusted sources and tend to buy from the leading company in the product category. The Late Majority are risk-averse conservatives who are doubtful that innovations will deliver value and only adopt them when pressured to do so, for example, for financial reasons, due to competitive threats, or for fear of being reliant on an older, dying technology that will no longer be supported. Laggards are skeptics who are very wary of innovation. They hate change and have a bias for criticizing new technologies even after they have become mainstream.

What Info Should a Persona Provide? Good personas convey the relevant demographic, psychographic, behavioral, and needs-based attributes of your target customer. Personas should fit on a single page and provide a snapshot of the customer archetype that's quick to digest, and usually include the following information: Name Representative photograph Quote that conveys what they most care about Job title Demographics Needs/goals Relevant motivations and attitudes Related tasks and behaviors Frustrations/pain points with current solution Level of expertise/knowledge (in the relevant domain, e.g., level of computer savvy) Product usage context/environment (e.g., laptop in a loud, busy office or tablet on the couch at home) Technology adoption life cycle segment (for your product category) Any other salient attributes

Basecamp was basically just trying to be one step above email. And by setting such a humble goal, we had to make a lot of decisions about how simple we could make things. We tried to make less software from the very beginning. It's one of the mantras we have. It's a win whenever we can get away with just a simple model, since we have to do less programming. I was the only programmer and I was dedicating 10 hours a week to this, while we were developing it. 37signals was paying me to do this out of its consultancy revenue, since we didn't have funds to fund it. So we had only a quarter of a programmer dedicated to the development and no funds really for doing this. The designers were giving it a third of their time at most. And we realized through this process that those constraints—which sound negative—were actually the greatest gift to the development of Basecamp. That whole constrained development model really focused our view on what we needed, and it forced us to make tough decisions about making less software all the time. And we keep getting feedback from customers that say, "I love this, it's just so simple to use. It's got just the features I need and not all the other stuff." There wasn't time for us to say, "Wouldn't it be cool to do this and that?

The First Way helps us understand how to create fast flow of work as it moves from Development into IT Operations, because that’s what’s between the business and the customer. The Second Way shows us how to shorten and amplify feedback loops, so we can fix quality at the source and avoid rework. And the Third Way shows us how to create a culture that simultaneously fosters experimentation, learning from failure, and understanding that repetition and practice are the prerequisites to mastery.

This is an old direct marketing technique in which customers are given the opportunity to preorder a product that has not yet been built. A smoke test measures only one thing: whether customers are interested in trying a product. By itself, this is insufficient to validate an entire growth model. Nonetheless, it can be very useful to get feedback on this assumption before committing more money and other resources to the product.

Before any meaningful customer feedback was in hand, and only a month after the product started shipping, Webvan signed a $1 billion deal (yes, $1,000,000,000) with Bechtel. The company committed to the construction of up to 26 additional distribution centers over the next three years.

Instead of developing a business plan, find ways to accelerate your learning and validate customers demand. The best way to do this is to build a prototype (with minimal features) and sell it to some early adopters. Then change the product repeatedly – daily if necessary – and keep supplying your customers with the new and improved versions. Listen to their feedback and use those ideas to make a better version and then get more feedback on that. Keep iterating until you get a fully featured product which your customers love.

Once you figure this out, young Bill, you will be well on your way toward understanding the Three Ways,” he says. “The First Way helps us understand how to create fast flow of work as it moves from Development into IT Operations, because that’s what’s between the business and the customer. The Second Way shows us how to shorten and amplify feedback loops, so we can fix quality at the source and avoid rework. And the Third Way shows us how to create a culture that simultaneously fosters experimentation, learning from failure, and understanding that repetition and practice are the prerequisites to mastery.

Some companies like Airbnb and Instragram spend a long time trying new iterations until they achieve what growth hackers call Product Market Fit (PMF); others find it right away. The end goal is the same, however, and it’s to have the product and its customers in perfect sync with each other. Eric Ries, author of The Lean Startup, explains that the best way to get to Product Market Fit is by starting with a “minimum viable product” and improving it based on feedback—as opposed to what most of us do, which is to try to launch publicly with what we think is our final, perfected product.

Legal risks may be daunting, but you may be surprised to learn that the most common objection I have heard over the years to building an MVP is fear of competitors—especially large established companies—stealing a startup’s ideas. If only it were so easy to have a good idea stolen! Part of the special challenge of being a startup is the near impossibility of having your idea, company, or product be noticed by anyone, let alone a competitor. In fact, I have often given entrepreneurs fearful of this issue the following assignment: take one of your ideas (one of your lesser insights, perhaps), find the name of the relevant product manager at an established company who has responsibility for that area, and try to get that company to steal your idea. Call them up, write them a memo, send them a press release—go ahead, try it. The truth is that most managers in most companies are already overwhelmed with good ideas. Their challenge lies in prioritization and execution, and it is those challenges that give a startup hope of surviving.10 If a competitor can outexecute a startup once the idea is known, the startup is doomed anyway. The reason to build a new team to pursue an idea is that you believe you can accelerate through the Build-Measure-Learn feedback loop faster than anyone else can. If that’s true, it makes no difference what the competition knows. If it’s not true, a startup has much bigger problems, and secrecy won’t fix them. Sooner or later, a successful startup will face competition from fast followers. A head start is rarely large enough to matter, and time spent in stealth mode—away from customers—is unlikely to provide a head start. The only way to win is to learn faster than anyone else. Many startups plan to invest

standing in customers’ shoes and seeing the world from their perspective is better than just relying on their feedback or reaction.

Good interviewers excel at listening closely to what customers say, repeating statements back to ensure understanding, and asking additional probing questions to illuminate the problem space.

So, why do we do development work in these short cycles? To learn. Experience is the best teacher, and the scrum cycle is designed to provide you with multiple opportunities to receive feedback—from customers, from the team, from the market—and learn from it. What you learn while doing the work in one cycle informs your planning for the next cycle. In scrum, we call this “inspect and adapt”; you might call it “continuous improvement”; either way, it’s a beautiful thing.

I developed a framework and process for how to achieve product-market fit.

successful startup solves this conundrum by focusing its development on building the product incrementally and iteratively and targets its early selling efforts on a very small group of early customers who have bought into the startup’s vision. This small group of visionary customers will give the company the feedback necessary to add features into follow-on releases. Enthusiasts for products who spread the good news are often called evangelists. But we need a new word to describe visionary customers—those who will not only spread the good news about unfinished and untested products, but also buy them. I call them earlyvangelists.2

Customer data and feedback are your most reliable assets, don't ignore them, and use them wisely.

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The magic of network effects is that they generate a positive feedback loop that results in superlinear growth and value creation. This superlinear effect makes it very difficult for any node in the network to switch from an incumbent to an alternative (“customer lock-in”), since it is almost impossible for any new entrant to match the value of plugging into the existing network. (Nodes in these networks are typically customers or users, as in the canonical example of the fax machine, or the more recent example of Facebook, but can also be data elements or other fundamental assets valuable in a business.)

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I believe that there is a Maslovian hierarchy of fires that applies to most rapidly growing start-ups, where the top of the list is the most important fire to fight first: Distribution Product Revenue model Operations Competition What’s next? What this means is that for most consumer Internet start-ups, the most important fire is distribution; if your distribution goes up in flames, your company is doomed. If you are able to contain that fire, however, it will make fighting the other fires a whole lot easier. Acquiring users gives you feedback on how to improve your product. Acquiring millions of users or thousands of customers makes it a lot easier to generate revenue. Generating revenue makes it easier to pay for the infrastructure and personnel to scale up your operations, either out of cash flow or by raising investment. And if you have a successful and growing business, then it makes sense to worry about the competition.

Nagaraj and his new team were heading for a False Start—a failure pattern common to many early-stage ventures. A false start occurs when a startup rushes to launch its first product before conducting enough customer research—only to find that the opportunities they’ve identified are rife with problems. By giving short shrift to early and accurate customer feedback and by neglecting to test their assumptions with MVPs, they simply run out of time to fix all the flaws, thus turning Lean Startup’s “Fail Fast” mantra into a self-fulfilling prophecy.

The best option for a variety of events is barbecue catering. After all, surely everyone enjoys a good barbecue. Freshly prepared food is one of the things that people value most, according to the feedback we get from our customers, along with the elevated food and dining experience we provide. With Grunts, your taste buds will be tantalised and titillated and you will be left wanting to use our BBQ catering service again and again.

Agile project management approaches are characterized by change expectancy, iterative development, phased deployments, collaboration, people focus, customer focus, timeboxing, detailed near-term schedules, frequent feedback loops, and constant risk management. DevOps and DevSecOps practices are an extension of agile approaches, include a new set of tools, technologies, and approaches, rely on a culture of collaboration, and are characterized by integrating the infrastructure operations and/or security quality into the entire systems development life cycle.

So how do you help your Band-Aid solution stand out with people who don’t know they’re cut? You cut them! Of course, I’m not suggesting you cause any physical harm to your customers. Rather, you should adopt an approach that clearly conveys the problem you solve in advance of communicating the way you solve it. For example, back at my third start-up, when positioning our new-age feedback, coaching, and recognition solution, we could have invoked statements like: “We help employees get the feedback they need to perform their best and grow their careers.” “We help managers become great coaches.” “We help promote your amazing culture by making winning behaviors visible.” All imply that employees don’t get enough feedback at work, managers can often be poor coaches, and your people do amazing things that not everyone sees: fair points and all problems there is value in addressing. But they are also statements that are easy to dismiss. After all, many organizations already feel they provide their employees with sufficient levels of the feedback, coaching, and recognition they crave. We found prospects were much more responsive to our pitch when we preceded those statements with messages like: “Seventy percent of people leave their company because of a poor relationship with their manager.” “Most millennial employees use the word ‘hate’ to describe how they feel about performance reviews.” “Four out of ten employees are actively disengaged at work and cost companies millions in lost productivity.” Why did this approach work so well? The messages were striking. They were laden with specific and compelling statistics. And they invoked real business pains. They made the customer realize that they were already experiencing a loss. In other words, they were bleeding and in need of a Band-Aid.

In the case of Trunk Club, they led with a simple polarizing message related to how their target customers generally feel about shopping. By saying “men want to dress well, but they hate to shop,” they intentionally called out shopping as the enemy of their service. And if you are a man who hates to shop, you will rapidly align with their message without much thought. The beauty of this approach is that it has the opposite effect for clients who are a poor fit for your solution. For example, if you’re a man who loves to shop, you may be immediately turned off by Trunk Club’s value proposition. While being excited about customers not liking your solution may seem counterintuitive, it’s actually a good thing! Bad-fit customers who buy your product are more likely to become dissatisfied and hurt your brand. They may also provide errant feedback that can quickly derail your product or company roadmap if you decide to follow it. In short, polarizing messages can serve double duty by keeping the good-fit customers in and helping the bad ones self-select out. In the case of Trunk Club, this approach worked: they were acquired by US luxury retailer Nordstrom in 2014 for $350 million.

MVP Testing. Prototyping and prototype testing should proceed in iterative loops until a dominant design emerges. Based on test feedback, designers should reject some prototypes and refine others, producing higher-fidelity versions. Once they converge on a single, favored solution, it’s time for minimum viable product testing. An MVP is a prototype—a facsimile of the future product. What distinguishes an MVP from other prototypes is how it is tested. Rather than sitting across a table, getting verbal feedback from a reviewer, you put a prototype that seems like a real product in the hands of real customers in a real-world context. The goal is to quickly but rigorously test assumptions about the demand for your solution—and gain what Eric Ries calls “validated learning”—with as little wasted effort as possible.

trained to do a position that requires a new base of knowledge and skills. A third option is to learn about a different culture, like the fashion designers who became more innovative when they lived in foreign countries that were very different from their own. You don’t need to go abroad to diversify your experience; you can immerse yourself in the culture and customs of a new environment simply by reading about it. 4. Procrastinate strategically. When you’re generating new ideas, deliberately stop when your progress is incomplete. By taking a break in the middle of your brainstorming or writing process, you’re more likely to engage in divergent thinking and give ideas time to incubate. 5. Seek more feedback from peers. It’s hard to judge your own ideas, because you tend to be too enthusiastic, and you can’t trust your gut if you’re not an expert in the domain. It’s also tough to rely on managers, who are typically too critical when they evaluate ideas. To get the most accurate reviews, run your pitches by peers—they’re poised to spot the potential and the possibilities. B. Voicing and Championing Original Ideas

Product: •What is the product? •Who is it for? •What does it do? •How does it work? •How do people buy and use it? Benefits: •How does the product help people? •What are its most important benefits? Reader: •Who are you writing for? •How do they live? •What do they want? •What do they feel? •What do they know about the product, or this type of product? •Are they using a similar product already? Aim: •What do you want the reader to do, think or feel as a result of reading this copy? •What situation will they be in when they read it? Format: •Where will the copy be used? (Sales letter, web page, YouTube video, etc) •How long does it need to be? (500 words, 10 pages, 30 seconds, etc) •How should it be structured? (Main title, subtitles, sidebars, pullout quotes, calls to action, etc) •What other types of content might be involved? (Images, diagrams, video, music, etc) Tone: •Should the copy be serious, light-hearted, emotional, energetic, laid-back, etc? Constraints: •Maximum or minimum length •Anything that must be included or left out •Legal issues (regulations on scientific or health claims, prohibited words, trademarks, etc) •How this copy needs to fit in with other copy that’s already been written, or that will be written in the future •Whether the copy will form part of a campaign, so that different ideas along the same lines will be needed in future (see ‘Take it further’ in chapter 9) •Which countries the copy will appear in (whether in English, or translated) •SEO issues (for example, popular search terms that should feature in headings) •Brand or tone of voice guidelines (see ‘Tone of voice guidelines’ in chapter 15) Other background information about: •The product (development history, use cases, technical specifications, distribution, retail, buying processes, buying channels, marketing strategy) •The product’s market position (price point, offers and discounts, customer perceptions, competitors) •The target market (size, history, typical customer profile, marketing personas) •The client (history, current setup, culture, people, values) •The brand (history, positioning, values) Project management points: •Timescales (dates for copy plan, drafts, feedback, final copy, approval) •Who will provide feedback, and how •Who will approve the final copy, and how •How the copy will be delivered (usually a Word document, but not always) These are only suggestions.

In the theory of classic disruption, established customers initially reject the inferior, good-enough offer, and hence create a liability for incumbents, for whom allocating resources to the disruptive offer meant going against the feedback of their best customers. This was the tension at the root of the dilemma in Clayton Christensen’s The Innovator’s Dilemma.3 In contrast, established customer relationships are an asset in introducing ecosystem disruption, as they open the door to credibility and ecosystem carryover

Adapt what is useful, reject what is useless, and add what is specifically your own.

Product management is a career, not just a role you play on a team. The product manager deeply understands both the business and the customer to identify the right opportunities to produce value. They are responsible for synthesizing multiple pieces of data, including user analytics, customer feedback, market research, and stakeholder opinions, and then determining in which direction the team should move. They keep the team focused on the why — why are we building this product, and what outcome will it produce?

Stewart and Ali Rayl, who ran customer experience, would personally handle all the feedback on social media and customer support tickets. Even once Slack publicly launched, Stewart personally handled the lion’s share of 10,000 tweets per month and 8,000 customer support tickets.

Explicitly ask for feedback. Have the customer play the value back to you. Receiving candid feedback is paramount when pitching. You won’t know what went right, or more importantly, wrong, unless you hear directly from the customer. One effective tactic, toward the end of the meeting, is to ask the customer for their impressions. I like to say, “In the final minutes, I’d love to zoom out a level and get your take on what you’ve seen or heard and how it matches your expectations.” If they answer with polite platitudes, probe further: “Are there specific areas that resonated for you and also ones that you have concern about that we ought to know?

A related tactic is asking them to play your value back to you.54 This works especially well when the customer has been reticent to give feedback. I was nervous to do this when this was first taught to me. What if the customer couldn’t do so? What if I didn’t like what I heard? But that’s the point. You want to know if you landed your value proposition or what parts of the pitch didn’t stick, something like, “You’ve clearly seen a lot and are very advanced in your thinking. I’m curious, what value do you see, if any, in what we’re doing?

I’d love for you to share your feedback with our product team. Can we schedule 20 minutes for you to talk with them?

And talk to the people who are closest to the customer, like marketing and support—find teams who communicate with customers day in and day out and hear their feedback directly.

Constraints Lead to Creativity If you’re a minimalist entrepreneur, the early stages are all about constraints. Now that you’re productizing, you have to add in more limits. In addition to your product doing just one thing (at first), there are other ways to control the temptation to try to do everything at once . . . or to try to do it perfectly. I ask myself four questions every time I want to build something new: Can I ship it in a weekend? The first iteration of most solutions can and should be prototyped in two to three days. Is it making my customers lives a little better? Is a customer willing to pay me for it? It’s important for the business to be profitable from day one, so creating something valuable enough for people to pay for is key. Can I get feedback quickly? Make sure that you’re building a product for people who can let you know if you’re doing a good job or not. The faster you get feedback, the faster you’ll build something truly valuable and worth paying for.

Why did Connex for QuickBooks Online succeed? Here are the reasons: I received free app store listings on Intuit’s website. My app was even on the first page of their store briefly. This drove large amounts of traffic to my site. I received free listings on many other sites before they started asking for a commission. I later pulled those listings, since the cost to advertise exceeded the revenue they brought to the company. These stores failed to show how many installs and conversions they generated. I had many positive and real reviews on my app store listings. I noticed competitors had hundreds of five-star reviews that mostly looked fake. QuickBooks Online had few integrations at the time. I was one of the first companies to get listed. For QuickBooks Canada and QuickBooks U.K., my app was one of the first system integrators. I had almost no competitors who serviced QuickBooks outside of the U.S. Shopify, BigCommerce, ShipStation and other companies had no native integration. Mine was one of the first. I recorded videos and added landing pages that ranked high on Google with minimal effort. Since I had a shoestring marketing budget, this was very important. The issue I had with other products was that they didn’t offer free promotion. Since my company was one of the first, we had ample time to add features and fix problems. We have a solution that is light years ahead of competitors. Why would someone want to compete with us? In the words of one of my partner companies, “We could build one, but yours would be a lot better.” My app required no desktop apps or website plugins to install. Since my audience was small business owners, the easier the install the better. Most business users have a limited understanding of websites. Asking them to change a bunch of settings or configure something on their own is daunting. We set up Connex for qualified users. Many competitors just let users go through a self-guided trial. We received feedback from many customers that they would purchase if they could make Connex work. I added a talk-to-sales component, and our conversion ratio increased. Connex was successful because I added a personal touch in a world where SaaS owners expect users to just “figure it out” on their own. Software that requires no support and maintenance is a pipe dream.

Asking for feedback and ignoring it is worse than not asking at all.

You want to summarize what you are learning in a way that is easy to understand, that highlights your key decision points and the options that you considered, and creates space for them to give constructive feedback. A well-constructed opportunity solution tree does exactly this.

Regardless of how your designs were created, InVision and Marvel allow you to easily turn them into functional prototype websites. With InVision, you upload your page designs, and then link them together to make the website navigable. Then, you can carry out user tests on what, to the users, appears to be a real website, even though it hasn’t seen a smidgen of code. InVision also allows other people to give written feedback on your work-in-progress designs. You upload your designs, and then invite others to annotate them with whatever type of feedback you desire. Notable has similar functionality. Alternatives include Firefly and BugHerd. The Composite app connects to Photoshop files, turning them into clickable prototypes. To gather feedback on your work-in-progress videos, you can use Frame.io, a fantastic web-based platform. Alternatives include Wipster, Symu, Vidhub, and Kollaborate. Such services provide great benefits; it’s hard to gather and record such feedback even when everyone’s in the same room. Optimal Workshop provides several tools (OptimalSort, Treejack, and Chalkmark) to help you optimize your website’s navigation and information architecture. The tools are described in our article about card sorting. Alternatives for card sorting include SimpleCardSort, UsabiliTEST, and Xsort.

Please get in touch We love feedback! We plan to update the book often—particularly the eBook version. So please let us know if you notice anything you think is inaccurate, wrong, or missing. Just email us at feedback@conversion-rate-experts.com. If we incorporate your changes, we’ll add you to the list of supporters at the end of the book. Also, if you’d like to spread the word, the authors are available for interviews, opinion pieces, and odd jobs around the home. Just email oddjobs@conversion-rate-experts.com.

Demographic Segmentation Demographics are quantifiable statistics of a group of people, such as age, gender, marital status, income, and education level. Say you were developing an app for moms to easily share photos of their babies with friends and family. You could describe your target customers demographically as women 20 to 40 years old who have one or more children under the age of three. If you are targeting businesses, you'll use firmographics instead; these are to organizations what demographics are to people, and include traits such as company size and industry.

Data sources All these components give you feedback and insight into how best to configure your campaigns, although the data sources are often spread around in different places and sometimes difficult to find and interpret. Campaign types Search & Partner Dynamic Search Display Network Remarketing & Dynamic Remarketing Google Shopping for eCommerce Google Merchant Center Data feeds Google Shopping Campaigns Device selection PC / Tablets Mobiles & Smartphones Location Targets & Exclusions Country Metro State City Custom and Radius Daily Budgets Manual CPC Enhanced CPC Flexible Bidding strategies Conversion Optimizer (CPA) Return on Ad Spend (ROAS) Conversion Tracking Setup and configuration Transaction-Specific Conversion Tracking Offline Conversion import Phone call tracking - website call conversions Conversion Rates Conversion Costs Conversion Values Ad Groups Default Bids Keyword Themes Ads Ad Messaging & Demographics Creative Text & Formatting Images* Display Ad Builder* Ad Preview and Diagnosis Account, Campaign and Ad Group Ad Extensions Sitelinks Locations Calls Reviews Apps Callouts Ad Rotation & Frequency Capping Rotate Optimise for Clicks Optimise for Conversions Keywords Bids Broad Modified Broad Phrase Exact Destination urls Keyword Diagnosis User Search Queries Keyword Opportunities Negative Keywords & Match Types Shared Library Shared Budgets* Automated Rules Flexible Bid Strategies Audiences & Exclusions* Campaign Negative Keywords Display Campaign Placement Exclusions* NEW! Business Data and Ad Customizers Advanced Delivery Methods Standard Accelerated Impression Share Lost IS (Budget) Lost IS (Rank) Search Funnels Assisted Impressions & Clicks Assisted Conversions Segmentation Analysis Device performance Network performance Top vs Other position performance Dimension Analysis Days & Times Shopping Geographic User Locations & Distance Search Terms Automatic Placements* Call Details (Call Extensions) Tools Change history Keyword Planner* Display Planner* Opportunities* Scheduling & Day Parting Automated Rules Competitor Ad Auction Insights Reporting* AdWords Campaign Experiments* Browser Languages* *indicates an item not covered in this version of the book

Here are some other items you can include on your Project Completion Checklist. I encourage you to personalize it for your own needs: Answer postmortem questions: What did you learn? What did you do well? What could you have done better? What can you improve for next time? Communicate with stakeholders: Notify your manager, colleagues, clients, customers, shareholders, contractors, etc., that the project is complete and what the outcomes were. Evaluate success criteria: Were the objectives of the project achieved? Why or why not? What was the return on investment? Officially close out the project and celebrate: Send any last emails, invoices, receipts, feedback forms, or documents, and celebrate your accomplishments with your team or collaborators so you receive the feeling of fulfillment for all the effort you put in.

The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop.

In today’s interconnected world, we can get customer feedback in parallel with product development. This has led to a product development world where we can have deeper confidence that what we’re building today will resonate with customers but with much less fidelity on what exactly we may be building two quarters from now. And that’s okay. For some reason, our roadmapping process today still tends to be more of a waterfall-looking document, but it doesn’t have to be. Rather than defining arbitrary things we hope to ship two quarters from now, we can define what we hope to learn two quarters from now—what’s really important to know about our business in the future—and how we plan to learn it.

Act with alacrity on customer feedback: Dissatisfied customers can email Jeff Bezos directly and he’ll forward the message to the right person—with one dreaded addition: ‘?

A good product manager will do a little of everything and a great deal of all this: Spec out what the product should do and the road map for where it will go over time. Determine and maintain the messaging matrix. Work with engineering to get the product built according to spec. Work with design to make it intuitive and attractive to the target customer. Work with marketing to help them understand the technical nuances in order to develop effective creative to communicate the messaging. Present the product to management and get feedback from the execs. Work with sales and finance to make sure this product has a market and can eventually make money. Work with customer support to write necessary instructions, help manage problems, and take in customer requests and complaints. Work with PR to address public perceptions, write the mock press release, and often act as a spokesperson.

SHAKE SHACK’S PHILOSOPHY RUNS DEEP Meyer believes that 49 percent of CX comes down to food, “which is more or less service.” But the other 51 percent is made up of thoughtful things you do—the customer service and enlightened guest hospitality. In other words, it’s people. To ensure Shake Shack stays on track, it uses real-time feedback (providing comment cards, roundtable discussions, and monthly dining vouchers for its staff) to deliver a consistent dining (customer) experience. Nothing is off-limits, and no detail is too small to consider improving. Shake

Look at Google. Its heartbeat is erratic, unpredictable. It works for them—mostly, sometimes—but it could work so much better. Google arguably only has one big external heartbeat each year at Google I/O—and most teams don’t bother aligning with it. They typically launch whatever they want whenever they want throughout the year, sometimes with real marketing behind it, other times with simple email campaigns. That means they can never communicate with their customers in a cohesive way about their entire organization. One team does this, another does that, their announcements either overlap or ignore obvious opportunities to create a narrative. And nobody, not customers, not even employees, can keep up. You need natural pauses so people can catch up to you—so customers and reviewers can give you feedback that you can then integrate into the next version. And so your team can understand what the customer doesn’t.

Product managers look for places where the customer is unhappy. They unravel issues as they go, discovering the root of the problem and working with the team to solve it. They do whatever is necessary to move projects forward—that could be taking notes in meetings or triaging bugs or summarizing customer feedback or organizing team docs or sitting down with designers and sketching something out or meeting with engineering and digging into the code. It’s different for every product.

some other items you can include on your Project Completion Checklist. I encourage you to personalize it for your own needs: Answer postmortem questions: What did you learn? What did you do well? What could you have done better? What can you improve for next time? Communicate with stakeholders: Notify your manager, colleagues, clients, customers, shareholders, contractors, etc., that the project is complete and what the outcomes were. Evaluate success criteria: Were the objectives of the project achieved? Why or why not? What was the return on investment? Officially close out the project and celebrate: Send any last emails, invoices, receipts, feedback forms, or documents, and celebrate your accomplishments with your team or collaborators so you receive the feeling of fulfillment for all the effort you put in.

You can tell the level of collaboration by how often team members refer to one another as “we” instead of “they.

Here’s how it worked: Crown 1 was the hiring manager. They got the role approved and found the candidates. Crowns 2 and 3 were managers of the candidate’s internal customers. They picked one or two people from their team to interview the candidate. Feedback was collected, shared, and discussed, then the Three Crowns met to decide who to hire. Matt or I would watch over it all and make the final call in the rare instance when the Crowns couldn’t agree. Typically the answer if we had to get involved was no, thank you: PASS.

Rough prototyping and feedback. Rapidly and roughly prototyping concepts to get customer feedback comes next.

A roadmap has been called a prototype of your strategy, and allowing customers to view your roadmap allows them to offer feedback on and buy into your direction.

All this time, David was learning and gaining feedback from his potential customers, but he was in an unsustainable situation. You can’t pay staff with what you’ve learned,

4. What does your group think about similar products on the market? If you have a group of products you’re thinking about focusing on, you can start to identify “holes” in the marketplace by listening to what people are already saying. Read customer reviews and look at internet forums. You can also start vetting your idea by posting about it online. My buddy Moiz tried using Tom’s natural deodorant, and he hated it for a simple reason: It didn’t work. He thought, I wonder if I could do this better. So he started asking questions on online forums, getting feedback from other natural yuppies like him. From the response, he knew there was interest. He did a $500 round of prototypes and sold out immediately. That was the beginning of Native Deodorant, which was later acquired by Procter & Gamble for $100 million. It took Moiz only eighteen months to go from a $500 prototype to a million-dollar brand (and it sold for nine figures!). 5. Where does your person hang out with others? With an idea of what we might sell, we can start to think about where our first customers might come from. It’s much easier to make sales when you can drop your product in front of a group of your ideal people. Does your target customer listen to specific podcasts? Do they follow certain influencers? Do they belong to specific groups? Do they read certain blogs? Brainstorm where your ideal customer focuses his or her attention, and you will quickly know where to put your product in front of them. In the next chapters, you will also learn how to develop a micro-audience that is ready to buy your product from you. I also like to write down the names of ten friends who will get excited about a product because your ideal customers know other people just like them.

Network effects are a positive feedback loop: as more retailers attract a larger number of customers, additional retailers are drawn in. Network effects can cause markets to reach a tipping point: to spring from very low adoption to universal acceptance in no time at all. And the reverse is true as well. As fewer people use cash, the number of establishments that can make change drops and fewer stores are willing to accept cash. This situation gives customers an incentive to move to mobile payments.

Say you use a French press to make coffee,” said Travis. “There are tons of French press designs out there—some are full stainless steel, some have mostly glass, some are more sleek, curved designs, some are more industrial. What we’d do to develop and split test a French press is collect all the product designs we think are best and then split test them against the top sellers in the category. Based on the split test, we’ll decide on which design to go with.” Getting customer feedback is a direct result of getting sales, according to Travis. “When you launch a product, you do whatever you can to get as many sales as you can early on, because that’s what drives feedback. That’s what allows you to listen to your customer. When we first started out, we went from, in four months, doing four to five thousand in sales a month, to two years in, doing about two million in sales a month.” Those sales are the fuel that runs the feedback machine and allows new products to be developed.

Like the other engines of growth, the viral engine is powered by a feedback loop that can be quantified. It is called the viral loop, and its speed is determined by a single mathematical term called the viral coefficient. The higher this coefficient is, the faster the product will spread. The viral coefficient measures how many new customers will use a product as a consequence of each new customer who signs

It is through improving our ability to deliver software that organizations can deliver features faster, pivot when needed, respond to compliance and security changes, and take advantage of fast feedback to attract new customers and delight existing ones.

Greg set out to change the QuickBooks development process by using four principles: 1. Smaller teams. Shift from large teams with uniform functional roles to smaller, fully engaged teams whose members take on different roles. 2. Achieve shorter cycle times. 3. Faster customer feedback, testing both whether it crashes customers’ computers and the performance of new features/customer experience. 4. Enable and empower teams to make fast and courageous decisions.

It’s not just software itself—it’s the fundamental agility of software that drives Software People. It starts by listening to customers, rapidly building initial solutions to their problems, getting feedback, and then constantly iterating and improving. With this progression of computation, Software People can apply this software process to more and more of the world’s problems. I particularly enjoy seeing it arise in traditionally hardware-centric fields because when you see a Software Person running the playbook in the field of hardware, you can see the evolution play out physically in plastic, metal, and glass.

the paid engine of growth is powered by a feedback loop. Each customer pays a certain amount of money for the product over his or her “lifetime” as a customer. Once variable costs are deducted, this usually is called the customer lifetime value (LTV). This revenue can be invested in growth by buying advertising.

CRM (Customer Relationship Management) is a marketing strategy that focuses on managing interactions and relationships with customers. CRM enables businesses to improve customer satisfaction, loyalty, and retention by providing personalized experiences that meet their needs. CRM is an essential aspect of modern marketing as it enables businesses to understand their customers' behavior, preferences, and needs and develop targeted marketing campaigns that resonate with them. In Go High Level, CRM (Customer Relationship Management) is a core component of the platform. The CRM functionality in Go High Level enables businesses to manage their customer interactions and relationships more effectively, improving customer satisfaction, loyalty, and retention. The CRM functionality in Go High Level includes a range of features and tools designed to help businesses automate and streamline their customer-facing processes, as well as provide them with insights into their customers' behavior, preferences, and needs. In essence, CRM is a set of practices, technologies, and strategies that businesses use to manage their customer interactions and relationships. The goal of CRM is to build stronger, more meaningful relationships with customers by providing them with personalized experiences and tailored solutions. CRM in marketing can be divided into three main categories: operational CRM, analytical CRM, and collaborative CRM. Operational CRM focuses on automating and streamlining customer-facing processes, such as sales, marketing, and customer service. This type of CRM is designed to improve efficiency and productivity by automating repetitive tasks and providing a centralized database of customer information. Operational CRM includes features such as sales pipeline management, lead nurturing, and customer service management. Analytical CRM focuses on analyzing customer data to gain insights into their behavior, preferences, and needs. This type of CRM enables businesses to make data-driven decisions by providing them with a better understanding of their customers' needs and preferences. Analytical CRM includes features such as customer segmentation, data mining, and predictive analytics. Collaborative CRM focuses on enabling businesses to collaborate and share customer information across different departments and functions. This type of CRM helps to break down silos within organizations and improve communication and collaboration between different teams. Collaborative CRM includes features such as customer feedback management, social media monitoring, and knowledge management. CRM is important for marketing because it enables businesses to build stronger, more meaningful relationships with customers. By understanding their customers' behavior, preferences, and needs, businesses can develop targeted marketing campaigns that resonate with them. This results in higher customer satisfaction, loyalty, and retention. CRM can also help businesses to improve their sales and marketing processes by providing them with better visibility into their sales pipeline and enabling them to track and analyze their marketing campaigns' effectiveness. This enables businesses to make data-driven decisions to improve their sales and marketing strategies, resulting in increased revenue and growth. Another benefit of CRM in marketing is that it enables businesses to personalize their marketing campaigns. Personalization is essential in modern marketing as it enables businesses to tailor their marketing messages and solutions to meet their customers' specific needs and preferences. This results in higher engagement and conversion rates, as customers are more likely to respond to marketing messages that resonate with them. Lead Generation: Go High Level provides businesses with a range of tools to generate leads, including customizable landing pages, web forms, and social media integrations.

Step by Step… Can you write out your ideal business step by step Here is a business I am setting up for a client. She wants to shipping start her own shipping company… One she will need a US partner to collect and transfer packages to her in Jamaica. She will also need one in China. I have two contacts. One has a warehouse in Florida The other has two in China. Chinese connect makes goods available within 3 weeks, she has to tell her customers four. The US connect makes it within 3-5 days. She has to tell them within a week… Next she will need a website where her customers can login and track their packages. This will come with individual dashboards. She will need an interface and warehouse management software and logistics APIs. She will also need an automated email set up (journey) to send emails to her customers without her or her agents needing to do that. Without this Saas she would have to hire someone to reply to messages and emails about , someone to call and track, use usps and FedEx tracking numbers to track and reply back to customers. She also needs a beta ApI to allow her warehouse guy to update the CRM with information about her customers packages… Key nodes such as - Intransit to destinations Held at customs Clearance In transit to store Pick up available etc… These will come in as email notifications Fully automated. Everything will be connected using Webhooks… entire system. Saas she might need to use a combination of GOhighlevel, Workiz and To run this as a System as as Service. Each platform can work together using webhooks. Gohighlevel as a Saas is $500 a month Workiz is $200 dollars She can use Odoo which is open source alternative as a CRM And Clickup as Management. This is how a conversational business plan looks. You can see it. You can research it. You can confirm that it’s plausible. It doesn’t sound like pipedreams. It sounds workable to credit companies /banks and investors. It sounds doable to a BDO Client. I also sound as if I know what I am doing. Not a lot of technical language. A confused prospective business investor or banker don’t want to use a dictionary to figure out everything… They want to see the vision as clear as day. You basically need to do to them what I did to you when you joined my programme. It must sound plausible. All businesses is a game of wit. Every deal that is signed benefits both party. Whether initially or in the long term. Those are the sub-tenets of business. Every board meeting or meeting with regulatory boards, banks, credit facilities, municipalities is a game of convincing people to see your thing through… Everyone does Algorithm is simple. People want you to solve their problems with speed and efficiency. Speed is very important and automation. Progress, business and production are tied to ego… that’s why people love seh oh dem start a business or dem have dem online business and nah sell one rass thing. Cause a lot of people think being successful and looking successful are one and the same thing until they meet someone like me or people who done the work… Don’t rush it… you are young and you have time. There are infact certain little nuances Weh yuh only ago learn through experience. Experience and reflection. One of the drawbacks of wanting to run your business by yourself with you and your family members is that you guys will have to be reliant on yourself for feedback which is not alw

Teams were involved in creating new technologies, processes, and systems. • Cross-functional teams were formed around new great ideas. • Customers were involved from the inception of each feature concept. It’s important to understand that the old approach did not lack customer feedback or customer involvement in the planning process. In the true spirit of genchi gembutsu, Intuit product managers (PMs) would do “follow-me-homes” with customers to identify problems to solve in the next release. However, the PMs were responsible for all the customer research. They would bring it back to the team and say, “This is the problem we want to solve, and here are ideas for how we could solve it.” Changing to a cross-functional way of working was not smooth sailing. Some team members were skeptical. For example, some product managers felt that it was a waste of time for engineers to spend time in front of customers. The PMs thought that their job was to figure out the customer issue and define what needed to be built. Thus, the reaction of some PMs to the change was: “What’s my job? What am I supposed to be doing?” Similarly, some on the engineering side just wanted to be told what to do; they didn’t want to talk to customers. As is typically the case in large-batch development, both groups had been willing to sacrifice the team’s ability to learn in order to work more “efficiently.

The brand's reputation can be significantly impacted by the online narrative. A positive reputation can enhance trust and credibility, whereas negative sentiments can damage a brand’s image and deter potential customers. ORM helps mitigate the risk of a tarnished reputation by addressing negative feedback promptly and promoting positive stories.