Customers 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.

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.

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.

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.

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

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.

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

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.

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.

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 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.

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.

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.

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.

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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.

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.

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.

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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.

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.

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waiting until you launch a product to embark on traction development usually results in one or more additional product development cycles as you adjust to real market feedback. That’s why doing traction and product development in parallel may slow down product development in the short run, but in the long run it’s the opposite.

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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.

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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

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.

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.

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.

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.

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

The Great Transition, James Martin says, “A value stream is an end-to-end collection of activities that creates a result for a ‘customer,’ who may be the ultimate customer or an internal ‘end user’ of the value stream.”3 The scope of a value stream is the complete loop from customer need to customer satisfaction. A value stream represents a complete cybernetic control system, consisting of a customer target, a change implementation, and feedback processing.

Patty was a Netflix senior executive for the company’s first fourteen years and helped drive its remarkable growth through 2012. Patty believes the company’s long stretch of success was fueled by this “very deliberate” strategy of “making it easy to leave and come back.” Patty notes that, while “pissing off consumers” may have short-term benefits, “a subscription model creates the most profit over the long term—over years, generations.” Eric, who went on to serve as chief algorithm officer at online fashion retailer Stitch Fix, added that companies that make it easy to quit get better data about how to keep customers satisfied and loyal. That’s because the “time to feedback” is faster for the company and the evidence is less noisy because most customers are keeping the service because they want it, not because they are trapped in a roach motel.

If your product leader is asking you to deliver an outcome with no input from your team, try these tips to shift to a two-way negotiation: If you are being asked to deliver a business outcome, try mapping out which product outcomes might drive that business outcome, and get feedback from your leader. If you are being asked to deliver a product outcome, ask your leader for more of the business context. Try asking, “What business outcomes are we trying to drive with this product outcome?” In either case, clearly communicate how far you think you can get in the allotted time.

If your team is setting their own outcome with no input from the product leader, try these tips to shift to a two-way negotiation: Before you set your own outcome, ask your product leader for more business context. Try these questions: What’s most important to the business right now? Try to frame this conversation in terms of business outcomes. Is there a customer segment that is more important than other customer segments? Are there strategic initiatives we should know about? Use the information you gain to map out the most important business outcomes and what product outcomes might drive those business outcomes. Get feedback from your leader. Choose a product outcome that your team has the most influence over.

The key to bringing stakeholders along is to show your work. 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. When sharing your discovery work with stakeholders, you can use your tree to first remind them of your desired outcome. Next, you can share what you’ve learned about your customer, by walking them through the opportunity space. The tree structure makes it easy to communicate the big picture while also diving into the details when needed. Your tree should visually show what solutions you are considering and what tests you are running to evaluate those solutions. Instead of communicating your conclusions (e.g., “We should build these solutions”), you are showing the thinking and learning that got you there. This allows your stakeholders to truly evaluate your work and to weigh in with information you may not have.

So don’t protect the people doing the work from customer feedback. No one should be shielded from direct criticism.

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.

Remarkable, really, that you never actually get positive feedback from the customers themselves, only via some third party.

A student at a management school came up to a pretty girl and hugged her without any warning. The surprised girl said, “What was that?” The guy smiled at her, “Direct marketing!” The girl slapped him soundly. “What was that?!” said the boy, holding his cheek. “Customer feedback.

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

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?

A core mandate for growth teams is to find every last bit of growth potential through a laserlike focus on continuous testing of lots of tweaks to a product, its features, the messaging to users, as well as the means by which they’re acquired, retained, and generate revenue. Intrinsic to the method is also the search for new opportunities for product development, whether by assessing customer behavior or feedback, or perhaps experimenting with ways to capitalize on new technologies such as machine learning and artificial intelligence.

Mistakes and symptoms: Fishing for compliments. “I’m thinking of starting a business... so, do you think it will work?” “I had an awesome idea for an app — do you like it?” Exposing your ego (aka The Pathos Problem). “So here’s that top-secret project I quit my job for... what do you think?” “I can take it — be honest and tell me what you really think!” Being pitchy. “No no, I don’t think you get it...” “Yes, but it also does this!” Being too formal. “So, first off, thanks for agreeing to this interview. I just have a few questions for you and then I’ll let you get back to your day…” “On a scale of 1 to 5, how much would you say you…” “Let’s set up a meeting.” Being a learning bottleneck. “You just worry about the product. I’ll handle the customers.” “Because the customers told me so!” “I don’t have time to talk to people — I need to get back to coding!” Collecting compliments instead of facts and commitments. “We’re getting a lot of positive feedback.” “Everybody I’ve talked to loves the idea.

The MVP model, on the other hand, embraces failure and feedback. It gets stronger by failure, dropping the features that don’t work, that customers don’t find interesting, and then focusing the developers’ limited resources on improving the features that do.

One of the key challenges is that, as the trends after the pandemic indicate, people are returning to in‐person experiences, which means that most customer experiences will likely take place in the physical world in the next few years. Nevertheless, most of the data that businesses collect is digital. Hence, there is a need to find a way to capture these customer experiences in the physical world, convert them into digital data, and provide real‐time feedback.

Google Bewertungen Loschen specializes in managing and removing negative Google reviews to protect your business's reputation. They provide swift, effective solutions, promoting positive feedback while addressing harmful reviews. Their transparent pricing ensures you only pay for successful removals, with no upfront costs. Trust them to enhance your online presence and customer trust with expert review management.

Are you a ‘Listening Organization?’ Organizations that execute constant feedback loops from customers, vendors, and employees will have a competitive advantage in staying agile and evolving. Building systems to ensure that your firm is empathetic and open-minded is critical to your survival and growth.

Before you set your own outcome, ask your product leader for more business context. Try these questions: What’s most important to the business right now? Try to frame this conversation in terms of business outcomes. Is there a customer segment that is more important than other customer segments? Are there strategic initiatives we should know about? Use the information you gain to map out the most important business outcomes and what product outcomes might drive those business outcomes. Get feedback from your leader. Choose a product outcome that your team has the most influence over.

Enthusiasts are like kindling: They help start the fire. They need to be cherished for that. The way to cherish them is to let them in on the secret, to let them play with the product and give you their feedback, and wherever appropriate, to implement the improvements they suggest and to let them know that you implemented them.

1. Understanding Myanmar's Market Research: The Function of AMT Market Research In the rapidly changing economic landscape of Myanmar, businesses are increasingly recognizing the significance of making well-informed decisions based on complete market insights. One of the central members driving this development is AMT Statistical surveying, a main market research survey in Myanmar which has laid out its presence in Myanmar. With a populace of more than 54 million, Myanmar is a country wealthy in assets and potential. Be that as it may, its market is perplexing, impacted by a heap of elements like social variety, monetary vacillations, and administrative changes. Organizations need accurate data and insights to effectively navigate this complexity, and AMT Market Research meets this need. AMT Market Research has established itself as one of the best market research firms by employing cutting-edge techniques tailored to Myanmar's particular landscape. They use a combination of qualitative and quantitative research methods to get a complete picture of the market. From buyer conduct investigation to cutthroat scene appraisals, AMT gives priceless bits of knowledge that assist organizations with pursuing informed vital choices. market research survey in Myanmar is one of AMT's most distinctive methods. AMT enables businesses to comprehend preferences, purchasing habits, and emerging trends by directly engaging with customers and gathering firsthand feedback. Businesses can strategically tailor their offerings thanks to this grassroots approach, which not only reveals what consumers want but also identifies market gaps. AMT' market research survey in Myanmar, on top of that, are designed to be comprehensive yet effective. They use a combination of online surveys, focus groups, and in-person interviews to get responses from a wide range of people from different demographic groups. By collecting data in a variety of ways, businesses can reach a wider audience while also focusing on specific markets. It is essential to have an understanding of socioeconomic factors in a market that is still in its infancy. In their surveys, AMT Market Research emphasizes the significance of demographic insights. They assist businesses in developing targeted marketing strategies that resonate with their intended audience by taking into account variables such as education levels, income levels, and regional differences. This scientific thoroughness guarantees that suggestions are information driven as well as mirror the social and monetary real factors of the customers. Another thing that sets it apart is the company's dedication to conducting research in an ethical manner. AMT Market Research's core values of honesty, integrity, and dependability help to build trust with clients and respondents alike. Organizations can feel sure that the bits of knowledge gave are precise as well as gathered with deference for members' privileges and information security. The demand for high-quality market research will only grow as the economy of Myanmar continues to mature and the market attracts more attention from around the world. AMT Market Research positions itself as a crucial partner for businesses looking to enter or expand into the Myanmar market and is prepared to meet this demand. They are at the forefront of this ever-evolving sector because of their expertise and local knowledge. In conclusion, AMT Market Research provides essential tools and insights that can aid in strategic planning and execution for businesses trying to navigate the complexities of Myanmar's market. They play a crucial role in shaping the future of businesses in Myanmar through their commitment to ethical practices and comprehensive market research surveys. Associations looking for development ought to think about utilizing AMT's ability to open the potential inside this promising business sector.

Understanding consumer preferences, market trends, and business opportunities all depend on market research. However, a nuanced approach is required when conducting market research survey in Myanmar. Participation in surveys and the quality of the data can be significantly influenced by cultural norms, beliefs, and practices. The challenges and opportunities of conducting surveys in this one-of-a-kind cultural landscape are brought to light in this article, which examines the intricate connection between culture and market research in Myanmar. Researchers can gain valuable insights for informed decision-making and successful market strategies by comprehending and adapting to Myanmar's cultural nuances. Introduction to market research survey in Myanmar is a country with a lot of culture and tradition that makes it a special place to conduct market research. Understanding the cultural nuances that influence survey participation is essential for businesses trying to comprehend consumer preferences and behaviors in this diverse market. An Overview of Myanmar's Market Research Landscape Market research is rapidly evolving in Myanmar in tandem with the country's economic expansion. In order to gain useful insights from surveys, it is necessary to have a comprehensive comprehension of the cultural dynamics of a population with a wide range of languages and ethnic groups. Understanding How Culture Affects Survey Participation Culture has a big impact on how people respond to market research surveys. Survey response rates can be influenced by interpersonal dynamics, social norms, and traditional beliefs in Myanmar. Cultural Factors That Affect Survey Response Rates People's responses to surveys can be influenced by factors like respect for authority, communal decision-making, and communication styles. The key to maximizing survey participation is recognizing and adapting to these cultural differences. The willingness of respondents to participate in surveys can be influenced by traditional beliefs and practices like face-saving behaviors, hierarchical structures, and superstitions. Researchers can create survey environments that are conducive to honest and valuable feedback by recognizing and respecting these traditional beliefs. Tailoring Survey Designs to Match Cultural Preferences in Myanmar To guarantee the success of market research surveys in Myanmar, survey designs must be adapted to match cultural norms and preferences. In addition to increasing respondent engagement, this strategy encourages inclusivity and a respect for local customs. Adjusting Poll Arrangement for Social Awareness From the language utilized in study inquiries to the visual plan of overview materials, social responsiveness ought to be a core value in forming review surveys. Researchers can increase respondent trust and openness by avoiding potential taboos and including references that are culturally relevant. Respecting local customs, such as greeting rituals, gift-giving practices, and preferred modes of communication, can increase respondents' willingness to participate in surveys by incorporating them into the design of the survey. Researchers can create a more engaging and culturally appropriate research experience by incorporating these elements into survey design. Overcoming Language Barriers in Market Research Surveys Myanmar's language diversity makes conducting market research surveys a significant challenge. Language barriers must be overcome and multilingual survey administration must be promoted in order to ensure effective communication and data collection. Challenges of Myanmar's Language Diversity With over 100 languages spoken there, language barriers can make it hard to take surveys and understand them. Utilizing survey materials that are suitable for a particular language and, if necessary, the services of an interpreter, researchers must overcome these obstacles. The use of bilingual survey

Start with a “discussion map” of where to prioritize different concerns, such as customer 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.

We needed a greater sense of urgency.” So the management team decided that field managers would not be eligible for promotion unless their branch or group of branches matched or exceeded the company’s average scores. That’s a pretty radical idea when you think about it: giving customers, in effect, veto power over managerial pay raises and promotions. The rigorous implementation of this simple customer feedback system had a clear impact on business. As the survey scores rose, so did Enterprise’s growth relative to its competition. Taylor cites the linking of customer feedback to employee rewards as one of the most important reasons that Enterprise has continued to grow,

In short, a customer feedback program should be viewed not as “market research” but as an operating management tool.

The principles of Flow, which accelerate the delivery of work from Development to Operations to our customers The principles of Feedback, which enable us to create ever safer systems of work The principles of Continual Learning and Experimentation foster a high-trust culture and a scientific approach to organizational improvement risk-taking as part of our daily work

Having developers share responsibility for the quality of the systems they build not only improves outcomes but also accelerates learning. This is especially important for developers as they are typically the team that is furthest removed from the customer. As Gary Gruver observes, “It’s impossible for a developer to learn anything when someone yells at them for something they broke six months ago—that’s why we need to provide feedback to everyone as quickly as possible, in minutes, not months.

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In recent years, Eric Ries famously adapted Lean to solve the wicked problem of software startups: what if we build something nobody wants?[ 41] He advocates use of a minimum viable product (“ MVP”) as the hub of a Build-Measure-Learn loop that allows for the least expensive experiment. By selling an early version of a product or feature, we can get feedback from customers, not just about how it’s designed, but about what the market actually wants. Lean helps us find the goal. Figure 1-7. The Lean Model. Agile is a similar mindset that arose in response to frustration with the waterfall model in software development. Agilistas argue that while Big Design Up Front may be required in the contexts of manufacturing and construction where it’s costly if not impossible to make changes during or after execution, it makes no sense for software. Since requirements often change and code can be edited, the Agile Manifesto endorses flexibility. Individuals and interactions over processes and tools. Working software over comprehensive documentation. Customer collaboration over contract negotiation. Responding to change over following a plan.

Figure 1-9. Four principles. To serve memory and use, I’ve arranged these principles and practices into a mnemonic –STAR FINDER. In astronomy, a “star finder” or planisphere is a map of the night sky used for learning to identify stars and constellations. In this book, it’s a guide for finding goals, finding paths, and finding your way. First, we can get better at planning by making planning more social, tangible, agile, and reflective. At each step in the design of paths and goals, ask how these four principles might help. Social. Plan with people early and often. Engage family, friends, colleagues, customers, stakeholders, and mentors in the process. When we plan together, it’s easier to get started. Also, diversity grows empathy, sharing creates buy-in, and both expand options. Tangible. Get ideas out of your head. Sketches and prototypes let us see, hear, taste, smell, touch, share, and change what we think. When we render our mental models to distributed cognition and iterative design, we realise an intelligence greater than ourselves. Agile. Plan to improvise. Clarify the extent to which the goal, path, and process are fixed or flexible. Be aware of feedback and options. Know both the plan and change must happen. Embrace adventure. Reflective. Question paths, goals, and beliefs. Start and finish with a beginner’s mind. Try experiments to test hypotheses and metrics to spot errors. Use experience and metacognition to grow wisdom.

As CEO Zhang pointed out to us, the size of a company’s advertising budget might be viewed as a reflection of the distance between the company and its customers. For example, the annual brand value report issued in 2013 by the consulting firm Interbrand noted that Google’s advertising budget is just a tiny fraction of Coca-Cola’s. The likely reason: Google is deeply integrated into people’s lives through its many productivity and social applications, giving it constant user feedback that Coca-Cola doesn’t receive.

Many teams get into a lot of grief with the concept of a minimum viable product (MVP) because on the one hand we are very motivated to get this out in front of customers fast to get feedback and learn. And, on the other hand, when we do get out there fast, people feel like this so‐called product is an embarrassment to the brand and the company. How could we possibly consider launching this?

PayPal’s big challenge was to get new customers. They tried advertising. It was too expensive. They tried BD [business development] deals with big banks. Bureaucratic hilarity ensued. … the PayPal team reached an important conclusion: BD didn’t work. They needed organic, viral growth. They needed to give people money. So that’s what they did. New customers got $10 for signing up, and existing ones got $10 for referrals. Growth went exponential, and PayPal wound up paying $20 for each new customer. It felt like things were working and not working at the same time; 7 to 10 percent daily growth and 100 million users was good. No revenues and an exponentially growing cost structure were not. Things felt a little unstable. PayPal needed buzz so it could raise more capital and continue on. (Ultimately, this worked out. That does not mean it’s the best way to run a company. Indeed, it probably isn’t.)2 Thiel’s account captures both the desperation of those early days and the almost random experimentation the company resorted to in an effort to get PayPal off the ground. But in the end, the strategy worked. PayPal dramatically increased its base of consumers by incentivizing new sign-ups. Most important, the PayPal team realized that getting users to sign up wasn’t enough; they needed them to try the payment service, recognize its value to them, and become regular users. In other words, user commitment was more important than user acquisition. So PayPal designed the incentives to tip new customers into the ranks of active users. Not only did the incentive payments make joining PayPal feel riskless and attractive, they also virtually guaranteed that new users would start participating in transactions—if only to spend the $10 they’d been gifted in their accounts. PayPal’s explosive growth triggered a number of positive feedback loops. Once users experienced the convenience of PayPal, they often insisted on paying by this method when shopping online, thereby encouraging sellers to sign up. New users spread the word further, recommending PayPal to their friends. Sellers, in turn, began displaying PayPal logos on their product pages to inform buyers that they were prepared to honor this method of online payment. The sight of those logos informed more buyers of PayPal’s existence and encouraged them to sign up. PayPal also introduced a referral fee for sellers, incentivizing them to bring in still more sellers and buyers. Through these feedback loops, the PayPal network went to work on its own behalf—it served the needs of users (buyers and sellers) while spurring its own growth.

Zara has a highly sophisticated feedback system, allowing store managers to instantly report back customer feedback on new products. Customers may say they like the dress, but the shade of red is too bright. Feedback on the length, zipper, and other factors are gathered and evaluated in real time back at headquarters, and adjustments are made in a matter of hours. The next week, after implementing design changes based on customer feedback, a new 4,200 red dresses ship to the network of stores. Only after a series of improvements are made and customer demand has been validated is the dress mass-produced. Where most clothing manufacturers produce only a few dozen new styles each year, Zara launched over 12,000 new items annually.

Vala Afshar, chief marketing officer of Extreme Networks, is an interesting case study.3 Trained as an electrical engineer, Afshar joined Extreme Networks in 1996 as a software developer/quality service engineer, eventually transitioning to run the services business, becoming the chief customer support officer. In this role, Afshar became very active on Salesforce's Chatter, a private social network for business, and by 2011 had built a large internal following. As the chief information officer took note of Afshar's intracompany influence, he signed Afshar up for Twitter and gave him the mandate to interact with networks outside of the company. As Afshar prototyped his ideas in real time, he gained an external following. A publisher approached him about writing a book; his presentations on Slide-Share gained more than one million views; and he was promoted to chief marketing officer. Vala Afshar has become a thought leader, epitomizing a new breed of chief marketing officer, both highly social and highly technical—and Extreme Networks has unusually high name recognition for a $500 million company. Afshar's ability to shrink the space, getting immediate and actionable feedback, was pivotal in expanding his space into a high-profile public role. Fast feedback is also useful when it comes to identifying your distinctive strengths. Karen May, VP for people development at Google, invented a method she calls "speedback." It works like this: "partway through a training session she will tell everyone to pair off and sit knee to knee, and give them three minutes to answer one simple question: 'What advice would you give me based on the experience you've had with me here?' Participants say that it's some of the best feedback they've ever gotten."4 When we are willing to impose constraints—in this particular, instance, time—we have a better chance of identifying what is working and what needs to be changed.

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If TiVo had interviewed customers about how they program their VCRs, they might have gotten feedback that drove them to simplify the programming controls and missed the boat on creating the digital video recording industry. In fact, that’s exactly what the first attempts at improving the VCR looked like.[30] Compare that to asking customers about the time they missed the last 10 minutes of the final episode of Twin Peaks or the game-winning play in the Super Bowl — it’s easy to imagine how quickly (and emphatically) customers would’ve told you about the problems that inspired pausing live TV, recording by show name instead of time slot, and fast-forwarding through commercials.

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Issue a major update 30 days after launch A quick update shows momentum. It shows you're listening. It shows you've got more tricks up your sleeve. It gives you a second wave of buzz. It reaffirms initial good feelings. It gives you something to talk about and others to blog about. Knowing a quick upgrade is coming also lets you put the focus on the most crucial components before launch. Instead of trying to squeeze in a few more things, you can start by perfecting just the core feature set. Then you can "air out" the product in the real world. Once it's out there you can start getting customer feedback and you'll know which areas require attention next.

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While paying attention to positive and negative feedback is very important, it is not enough. What also matters is acknowledging and responding to this feedback. This is how you nurture your relationship with your audience.

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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.

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

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.

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.

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.

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