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Customer Development

Content Marketing, Customer Development, Customer Success, Product Management, SaaS

Free E-Book by @NikkiElizDeMere: How to Align SaaS Content Marketing and Product Management

success

Image created by Yasmine Sedky (@yazsedky).

You’ve seen the studies – companies that retain customers grow bigger and faster than companies focused solely on customer acquisition. You can fill your funnel to the brim, but if your onboarding process acts like a leaky sieve, you’ll never have enough revenue to build and grow sustainably.

The good news? You have everything you need, right now, to create a sustainable system for acquiring and retaining your ideal customers.

It’s not a magic formula. It’s just two people: Your content marketer and your product manager. Working together.

We hear you. We understand every objection rattling off in your head about the crazy – COMPLETELY CRACKERS! – notion that content marketers could actually help your product development department:

  • Do better work, more efficiently
  • Be less distracted by support tickets
  • Align behind a single, shining vision of your ideal customer
  • Produce products, features, and updates that result in retention and growth
  • And have more fun

These are wild claims to be sure, so allow us to present you with a 3-part paper that will show you how your content creators and product developers can join forces to build the kind of business you’ve envisioned all along: A business with the right products, successful customers, and zero limits.

Read More on Inturact


Let’s Get SaaSsy – I’m offering a limited number of SaaS consulting engagements.

Customer Development, SaaS

Who owns SaaS Customer Development?

who-owns-saas-customer-dev

Image created by Yasmine Sedky (@yazsedky).

“I have seen startups fail because founders were either too prideful or just plain shy (find a +1 to help!) to connect in meaningful ways with customers – potential or actual.”

– Amazon Customer review of Lean Customer Development by Cindy Alvarez

Don’t you love Amazon user reviews? They tell the unvarnished truth (unless, of course, the reviewer you’re reading happens to be the author’s BFF). This one, in particular, nails one truth that every founder interested in Lean methodology and customer development must face: You’ve got to be willing to put yourself out there.

Not in a metaphorical sense. I mean this quite literally.

Yourself. Out. There.

You, the founder, are the key ingredient. Your vision is more important than any other part of your nascent company, which is why you – not an intern, not your product developer, not your assistant, not your head of marketing – have to be the one listening to your customers.

I know. I know. You are so busy. You’re trying to run a company, after all! And I’m here saying you have to be the one on the phone, on the street, or in the Skype session, gathering qualitative data.

What am I, nuts?

Well, if I am, I’m no crazier than Steve Blank and Bob Dorf, co-authors of The Startup Owner’s Manual. According to them, this is precisely how new companies, and established companies creating new products, are growing intelligently and sustainably, while avoiding the pitfalls that have spelled disaster for the thousands of companies that fail each year.

If the definition of customer development is asking your customers for input that helps you develop the solution they’ve been hoping for – who better than the founder to lead the charge? By learning from your customers, on the ground, what they need most, your vision can and will change – for the better.

Why should I conduct customer development interviews when I know what my customer wants already?

In The Startup Owner’s Manual, the authors make a list of “9 Deadly Sins” that qualitative data is uniquely able to absolve, including…

  • Assuming “I know What the Customer Wants”
  • The “I Know What Features to Build” Flaw
  • Emphasis on Execution Instead of Hypotheses, Testing, Learning, and Iteration

Blank and Dorf recommend founders create a set of business model hypotheses for how they envision their businesses working, and physically go out and ask people in their target market for insights:

Of all the lessons of Customer Development, the importance of getting out of the building and into conversations with your customers is the most critical. Only by moving away from the comforts of your conference room to truly engage with and listen to your customers can you learn in depth about their problems, product features they believe will solve those problems, and the process in their company for recommending, approving and purchasing products.

The road to bankruptcy is littered with founders who thought they knew what people wanted, but never bothered to test their hypotheses. It’s a completely unnecessary risk, especially when avoiding these pitfalls is as simple as finding the answers to three questions:

  1. Do you really understand the customer’s problem, in its entirety, within their everyday context?
  2. Is the problem severe enough that people are highly motivated to solve it?
  3. Will they care enough about the problem to tell their friends?

To find the answers to this list, you’ll need to do a few things:

First, identify your ideal customer – the customer who has a severe pain they’d do anything to solve, and who is willing to pay you real money to solve it. Bonus points if this customer has been so desperate that they’ve hacked together a stop-gap solution on their own already.

Then, ask your ideal customers open-ended questions that lead you to these insights:

When you collect and use qualitative data correctly to inform their product designs and marketing strategies, you’ll have the information you need to produce a product that people need and want, finding problem/solution fit (and product/market fit too).


Let’s Get SaaSsy – I’m offering a limited number of SaaS consulting engagements.

Customer Development

When you do everything right, and still lose traffic: A scary story with a twist. ft. @Buffer

When-you-do-everything-right,-and-still-lose-traffic-A-scary-story-with-a-twist

Image created by Yasmine Sedky (@yazsedky).

“We’ve lost nearly half our social referral traffic in the last 12 months” is the title of a Buffer case study by Kevan Lee that fascinates me. It’s a perfect example of best practices gone wrong. I’ve got to tell you this story:

It was a dark and stormy night when Kevan Lee, of Buffer’s marketing team, admitted his even darker secret:

“We as a Buffer marketing team – working on a product that helps people succeed on social media – have yet to figure out how to get things working on Facebook (especially), Twitter, Pinterest, and more.”

Cue the crickets.

They had a ton of theories about their social slump.

We’ve Been Failing on Social Media for 2 Years. Here’s What We Think It Means. from Buffer

Most of their theories were really good.But still their social referral traffic went down. They lost nearly half in a year.

“I don’t have the answer for what’s gone wrong. I wish I did!”

Kevan found himself spiraling into self-doubt, resulting in some not-so-good theories and some major impostor syndrome (you can do it Kevan! I believe in you!).

Maybe we’ve reached peak content saturation, he wonders. Maybe there’s just too much competition (he cites this 2-year-old stat: “Every time someone visits the Facebook News Feed there are on average 1,500 potential stories  . . .  for them to see.”) Still, there are brands and people out there that continue to rock the social media space (shout-out to Gary Vaynerchuk), which dashes the peak content saturation theory.

One thing he does note is a recent change in the type of content Buffer posts. They moved away from productivity and lifehacking content (which got great numbers) and now share mostly social media tips and strategies.

What I love about this post is that he doesn’t deliver the answer, because he doesn’t know it yet. Instead, Kevan, being the rock star that he is (and I mean that sincerely), ends the post with a few things he’s going to try, and then opens up the conversation to comments and suggestions.

This is where it gets really interesting.

Scott Paley:

Maybe you’re measuring the wrong thing? Is ‘reach’ really what you want? Better to find 10,000 potential customers of Buffer than reach 100,000 people who won’t ever buy…Look at it this way… are sales down as a result of the reduced reach?

Scott Paley:

Another way to look at this… when you create more generally helpful stuff, maybe it goes viral and you get more traffic. But it’s not deep content (so it’s not super useful to your actual customer base.) Or you create content that IS super helpful to your actual customer base, making your product more valuable to those who actually pay for it (or would pay for it.) But that content isn’t super interesting to the general (non-paying) public. Those who are, or could be, customers are happier with the newer stuff. But it doesn’t get nearly the same reach. If this is your situation, you’re doing it right, even if you’re referral traffic is cut in half.

Kevan Lee:

Great one, Scott! Yep, I’d say we’ve leaned more toward the deep content with the hope that it would be more useful for social media marketers (a core demographic for us). One risk of that was reduced reach, which it appears has arrived! (We made the switch about 18 months ago)

And then Rachel and Melissa chime in with completely different perspectives.

Rachel Speal:

Kevan, I know this article is bit old; I actually use Buffer but almost never go to the blog. I found this article through Buzzsumo. Anyway, what Scott is 100% right. Nothing matters except ROI. While you’ve changed the angle of your blog, I think you’ve failed to tie your content to your users/prospects specific social marketing problems. And possibly your headlines aren’t strong enough. I think you need to go back to the blackboard and check who your real customers are, vs who you think they are. Perhaps the demographics have changed since you began. Once you know that, you can get a better handle on what problems they have, and connect your connect to that. Anyway, hope that doesn’t sound harsh. I am a customer of Buffer, and have been for many years. So I am happy with you guys…I just don’t see how the blog adds any value to what I – as a copywriter and marketer- need.

Melissa:

As a paying buffer customer, can’t say i agree with this theory. I used to enjoy the old topics more than the new, more specific ones. I commented in more detail above but essentially — i use buffer because it helps me manage social because social is not my entire job… i want to be efficient and quick with my social updates and buffer helps me do that. While im very into marketing and productivity, im not a social media geek. 🙂

All of a sudden, the conversation takes a turn onto the road of sheer genius, because it’s here that they begin talking about the importance of gathering qualitative data: Talking with your customers about what they want, why they want it, what their goals are, and how your product fits into the larger contexts of their jobs and lives.

Melissa asks Kevan if he’s done (or is doing) one-on-one customer interviews – and he hasn’t been. Though, he says, “I’ve thought a lot about taking a customer development approach to the blog.”

And then Melissa brings it home with this gem (I love Melissa. I haven’t met her, but I love her).

Melissa:

I can’t emphasize enough how valuable it was to do even a small handful of one-on-one interviews in addition to wider surveys. You’d be amazed at what you learn in a conversation that might never come up otherwise. I’ve led this kind of project at several companies now, and am always pleasantly surprised by how much you learn actually talking to customers 🙂

It’s one crazy blog post, and well worth a thorough read as the conversation changes from “why is this happening?” to a conversation about customer development.

I love a good twist at the end of a scary story, don’t you?

Takeaways

In the hundreds of comments this post generated, a few key ideas emerge:

  • Highly targeted content aimed at fewer, but ideal, customers is valuable. A high number of readers in general is really just a vanity metric.
  • If you want to know why your readers gravitate to one kind of content versus another, ask them. Their answers may surprise you.
  • Why don’t they like your new, more targeted content? Maybe they like your product, but don’t want to live your product (in which case: general, fun articles might actually be the right bait for this target audience).
  • Maybe just as many readers are finding you, but through different channels than they used to. Several commenters noted that they switched from following Buffer on social media to getting notifications of new posts via email.
  • Finding out what content appeals to your audience is not something that should be left up to guessing. Otherwise you end up with a really long post of “maybe it’s this, maybe it’s that” – which is interesting, but not nearly as helpful as a good comments section.

The end.


Let’s Get SaaSsy – I’m offering a limited number of SaaS consulting engagements.

Customer Development, Product Management

5 Worksheets You Need to Build Out Your Customer Development Strategy ft. @sgblank

customer-development

If you’ve read about the Product Death Cycle – a dire consequence of letting user feedback run you ragged – you may feel that asking prospective customers to guide your product development and marketing efforts is like waltzing on a pirate ship’s plank: One wrong step and you’re sunk. Yet, even though there are a myriad of missteps possible, customer development can save you from even more by giving you the precise information you need to find product/market fit.

In The Startup Owner’s Manual: The Step by Step Guide for Building a Great Company by Steve Blank and Bob Dorf, their introduction to customer discovery begins with a list of things NOT to do – which also neatly describes five common pitfalls to which founders attempting customer development often fall victim:

“It’s instructive to enumerate all things you are not going to do:

  • Understand the needs and wants of all customers
  • Make a list of all the features customers want before they buy your product
  • Hand Product Development a features list of the sum of all customer requests
  • Hand Product Development a detailed marketing-requirements document
  • Run focus groups and test customers’ reactions to your product to see if they will buy”

The “Product Death Cycle” begins with just such a recipe. This is when well-intentioned entrepreneurs gather as much qualitative data as they can from all potential customers and act on all the feedback.

All is where the danger happens. And it’s all too easy to fall into it – which is why these 5 worksheets from The Startup Owner’s Manual* come in so very handy.

*Note: We have no affiliation with this book – we just think it’s incredibly informative and hope you do too!

Read More on Inturact


Let’s Get SaaSsy – I’m offering a limited number of SaaS consulting engagements.

Customer Development, Tools

Most Useful Tools, Tips & Checklists for Collecting Qualitative Data ft. @sgblank

qualitative-data

Qualitative data – information gathered from ideal customers by open-ended questions – is the foundation of success for startups, SaaS companies, and anyone else who thinks they have a solution to a problem that could potentially make money. Asking real people pertinent questions allows entrepreneurs to avoid making costly assumptions, and most importantly, lays the groundwork for the kind of customer success that leads to retention and the potential for wild, insane, Google-level growth.

Steve Blank and Bob Dorf, authors of The Startup Owner’s Manual, recommend that founders interview 50 potential customers – in 10 to 15 in-person visits per week – which could require contacting 200 customers or more. While we’re sure the data collected from such interactions is worth the time and effort, we also realize that some of your ideal customers are located around the globe, which makes face-to-face time difficult (and expensive).

Here are the most useful tools, tips and checklists we’ve come across for collecting qualitative data without using up all of your frequent flyer miles.

Read More on Inturact


Let’s Get SaaSsy – I’m offering a limited number of SaaS consulting engagements.

Customer Development, Customer Success, Product Management

Why the Customer Success Manager is the Product Manager’s New BFF by @NikkiElizDeMere

bff

Image created by Yasmine Sedky (@yazsedky).

In 1853, U.S. Commodore Matthew Perry (no, not the Friends actor) sailed to the shores of Japan to strongly suggest (with several gun-laden vessels) that the ruling shogunate open Japan’s ports to outside trade. For 200 years, Japan had embraced a policy of near total isolation from the West, but with the Industrial Revolution fresh out of the oven, even isolationist Japan couldn’t ignore the benefits of trade. What does this history lesson have to do with Product Managers and Customer Success?

In most companies, each department is like its own, relatively isolated shogunate. Each manager has his or her patch of office space to rule, and each kingdom is somewhat suspicious of its neighbors. Take Sales and Marketing for example – a Corporate Executive Board Survey cited in Hubspot’s “The Power of Smarketing” revealed that 87% of the terms Sales and Marketing use to describe each other are negative. I would venture to say that the feelings of Product Managers towards Customer Success Managers are neither warmer, or fuzzier.

After all, as Product Manager, you’ve developed a product that works – why should it be your problem if buyers can’t figure out how to use it?

Nobody is going to hold a 19th century Paixhan shell gun to your head (they’re far too heavy), but opening your borders to Customer Success is the only way you’ll survive and thrive. Here’s why you, as Product Manager, should embrace Success. All across the SaaS B2B industry, this new and vital discipline is being developed. CSMs are charged with optimizing customer relationships, increasing product adoption and reducing churn.

Read More on Wootric


Let’s Get SaaSsy – I’m offering a limited number of SaaS consulting engagements.

Customer Development

Collecting Qualitative Data for Customer Development isn’t as Hard as You Think ft. @Inturact

qualitative-data

Qualitative data in the marketing world comes down to the kind of information you can only get from interacting with real people in the real world. Yes, it’s a little difficult to quantify responses to open-ended questions, especially when they’re told to you over a cup of tea, but the value of this information to startups and growing businesses should not be underestimated.

Why Qualitative?

  • Agile product development.
  • Customer development.
  • Lean Startup methodology.

Read More on Inturact


Let’s Get SaaSsy – I’m offering a limited number of SaaS consulting engagements.

Customer Development, SaaS, Startups

Should you use growth tactics that don’t scale? by @NikkiElizDeMere

growth-tactics-that-dont-scale

Last week, my friend received a charming hand-written note from a monthly wine club she recently joined. It was addressed by hand, the welcome note was written by her personal “wine concierge,” and it contained four $30 Off coupons to give to friends.

But what impressed me (and my friend, since she’s a copywriter) is the words in that handwritten note.

“We are a new company and growing fast.”

“Please help us continue to grow by sharing these referral cards with friends – you’ll earn free vino if they join.”

With that simple call-to-action asking the recipient to share the referral cards with friends (for free wine – who doesn’t love that?), Bright Cellars delivered a customer development tactic that may not scale, but will definitely help them grow.

Read More on SEMrush


Let’s Get SaaSsy – I’m offering a limited number of SaaS consulting engagements.

Customer Development, Customer Success, SaaS

Two Mistakes I See SaaS Founders Make All The Time by @NikkiElizDeMere

mistakes-saas-founders-make

Software as a Service, and any subscription-based business model for that matter, relies on customers who stick with them. Attracting the “sticky” kind of customer is a science, some might even say an art. And the stakes for perfecting the acquisition of long-term, high-yield customers are high – they’ll make or break your business.

So why do I see SaaS founders making the same two mistakes over and over again?

Hook, line and sinker

You know who doesn’t make these two mistakes? A fisherman. A fisherman goes out knowing exactly the type of fish he wants to catch. He comes prepared with the correct type of fishing reel to catch his fish. He chooses from among hundreds of types of fishing lures and bait, finding the exact combination most likely to appeal to his fish. According to Field and Stream, you can find a lure that catches fish, “specified right down to size and color.” Then, he finds the part of the stream, river, brook, or ocean where his prey is most likely to be, according to the time of year and weather conditions.

This leads me to the first mistake far too many SaaS founders make:

1. You don’t identify your ideal customer

Oh, there are variations. There are a number of SaaS founders who think they’ve identified their target customer, but haven’t done enough homework to flesh out the details. It’s like saying you’re going after trout, but do you want rainbow trout? Brook trout? Brown trout? Cutthroat trout? Did you know Ireland has more types of trout than anywhere else in the world?

And each type of trout has its own lifecycle, feeding habits, and habitat.

You can’t just say you want trout and expect to catch one. You need to know the details.

You can’t just say your target audience is women, between the ages of 25 to 35. You need to know what their problems are, what frustrates them, what they love, and what outcome they would most like to the problem you’re uniquely prepared to solve.

Lincoln Murphy has a theory about why so many founders fail to ID their target – he thinks that people forget that they can choose their customers. I would add that many business owners have a “beggars can’t be choosers” mentality and fear excluding potential buyers by targeting one group too specifically.

However, unless you’re attempting to become the next Amazon or Apple, chances are your product won’t appeal to everyone equally. This isn’t a liability, it’s an opportunity. Business that are able to become leaders in their niches do very, very well.

Meet your ideal customer

There are many methods and theories for how to create customer profiles and buyer personas. Many require you to go into incredible depth of detail, fleshing out your target’s family role, religion, hair color, ethnic background, geographic location, house or apartment, favorite celebrity trend-setter, shoe size.

I appreciate what a well-developed buyer persona can offer businesses. Advertising Andy in his size 10 Birkenstocks can be a useful rallying point for the different teams responsible for attracting, acquiring, retaining and delighting his segment.

But I recommend starting by finding out the information that is most pertinent to what you have to offer and what business problem you’re trying to solve (Retention? Lifetime value? Creating brand advocates?).

Picture the best customer you’ve ever had:

      1. What was that customer’s industry?
      2. What problem did that customer need to solve?
      3. What was at stake for that customer if they didn’t solve their problem?
      4. What did that customer appreciate about your solution?
      5. How long did that customer stay with you (and if they left, why?).
      6. What other solutions did that customer try before coming to you? How did they find you?
      7. What was the thing that tipped them over the edge into conversion?
      8. Do they ask your customer service team a lot of questions – or rarely make contact?
      9. Have they referred more business your way, or agreed to upsells and cross-sells?
      10. How exactly have they experienced success/value from your product?

The answers to these 10 questions are a recipe for who your customers are, where you can find them, and what is likely to appeal to them most. You won’t get this information by guessing, which leads me to the second most common mistake SaaS founders make.

2. You don’t talk to your ideal customer

There is a right way and a wrong way to talk to your customers, but many SaaS founders don’t talk at all. That’s definitely the wrong way! Here’s another wrong way:

If I asked my customers what they wanted, they would have said faster horses. – Henry Ford

While you can’t rely on your customers to come up with their own solutions, it is important to ask them questions and listen to what they are, and aren’t saying.

Focus on understanding their problems, the severity of their problems, and the contexts of those problems.

What is their workflow?

Ask questions about their desires and find out what drives them. Their goals probably have nothing to do with your product, but your product could be exactly what they need to reach their goals of saving time (to spend more time with their families), working more efficiently (to experience less frustrating and impress their bosses), or whatever it is.

Ask them where they look to find answers – do they Google problems? Do they ask their co-workers?

Ask your best customers if you can speak with them for 20 minutes to find out how you can better meet their needs – most will be more than happy to comply. Be sure to take word-for-word notes, since your copywriters may want to use the exact language of your customers in their conversion copy.

So much valuable information can only be gleaned through customer interviews. Yet most founders are reluctant to “bother” people. But here’s the thing: When the purpose of your questions is to create a better solution, improve the user experience, and essentially make your customer’s lives easier – they’ll be glad you asked (and impressed by your commitment to customer service).

The information you gain from your customers can be used to refine your marketing and sales tactics, strengthen your customer success efforts and drastically improve retention. The trick is to ask the right questions of the right people.


Let’s Get SaaSsy – I’m offering a limited number of SaaS consulting engagements.

Customer Development, Customer Success

Close the Loop, Boost Your Business: Customer Development to Customer Success and Back Again by @NikkiElizDeMere

close-the-loop

Customer Development and Customer Success are like a stream that feeds into a river that creates an ocean. It’s all water going on one direction, and when they’re connected, they ensure a healthy, fast-growing, sustainable business. While the two terms aren’t interchangeable, they work best when intertwined. Before we get into how they flow together, let’s define both terms separately.

  • Customer Development means talking to people to find the motivations behind their actions. Gathering qualitative data from real people through interviews and surveys reveals the “Why?” behind the “What,” which you can use to validate your product and value propositions and inform every customer-facing decision. That’s my working definition, though you could also say that it’s a framework developed by Steve Blank for discovering and validating the right market for your idea and testing the best way to acquire and convert customers.
  • Customer Success, on the other hand, is more about determining when and why a customer might churn, and reaching out to them in ways that get them to stay. It’s about defining churn indicators, putting a system in place to prevent churn, and most importantly, designing those systems to support customers in achieving their desired outcomes in a way that scales.

TODAY on Will it Blend? Customer Development and Customer Success

At their cores, Dev and Success are both about achieving a thorough and meaningful understanding of your customer. And, both are dependent on qualitative research. Qualitative research is conducted through observation and inquiry instead of number-crunching. Using qualitative research, you can find answers to:

  • Who is my audience?
  • Why are they here?
  • What are they trying to accomplish?
  • When are they thinking of leaving?

So yes, not only do they blend, but you should combine them so your Customer Development data feeds into and informs your Customer Success data, and vice-versa. Here’s what that looks like:

The Intersection Between Customer Development and Customer Success

Step 1. Create well-rounded, accurate buyer personas by asking, not by guessing.

There are a lot of ways to go about building a buyer persona – some stress quantitative data, others sing the praises of qualitative data. I like both. Use quantitative data to build the demographic framework of your buyer persona (products like Cubeyou make this really easy). You can find the age, gender, income, geographic location, relationship status, interests and brand preferences, by using tools that leverage social media data.

That data is helpful, but it won’t answer questions like:

  • What motivates customers to find you?
  • What is your buyer’s desired outcome, or end goal, they hope your product/service will help them achieve?
  • What do they expect to be different once they switch to your service?
  • What is important to the buyer about how your company/product/service looks?
  • What has your buyer disliked about providers he’s used in the past?
  • How does your buyer currently solve his or her problem?

This is the gap only qualitative data can fill.

You’ll want to conduct a few persona interviews of recent customers, repeat buyers and long-time customers to find the answers to these questions, and you should also implement exit surveys just a people are leaving a conversion page to discover what stopped them from purchasing.

All of this falls under Customer Development, but are also key actions towards finding problem/solution fit, product/market fit, and finding out what success means to your prospects.

Step 2. Focus on what they want to achieve.

Once you have your well-rounded buyer persona sketched out, you’ll want to focus on what goals they want to achieve using your product. Nobody buys a hammer because they want a hammer. They buy a hammer because they want a hole in the wall.

In order to create value propositions, benefits, Calls-to-Action, and content that grabs your audience by leveraging what they desire, you have to find out what they want most. And, the only way to do that is by gathering qualitative data from interviews and surveys (not interviews OR surveys – if you only use surveys, your data may be distorted for any number of reasons, including biased question phrasing and self-selecting groups of respondents).

Remember: Success exists outside of your platform, not inside of it. Bring the outside success together with your products/services offered, and you’ve got the makings of a great customer success strategy that reduces churn and maximizes the potential for upsells and cross-sells.

Step 3. Incorporate this information into everything you do and make.

Buyer persona information from qualitative and quantitative data should inform everything the buyer sees or buys – products, content, messaging, CTAs, images, the tone of your copy, the offers and freebies you create, your methods of reaching out, where you place your online ads, and when you make contact for sales, customer success check-ins, and upsells. How you do this depends on what your data tells you, and will also depend on sequences of testing and iterating based on results.

Step 4. Make data-driven UX decisions.

The need for qualitative data doesn’t end when you’ve constructed a buyer persona. You can and should use surveys and interviews to improve the UX of your site, implement meaningful updates and create new features.

To double-check your UX and find out how people really experience and engage with your site, you’ll want to perform usability tests early-on and often. Tools like UserTesting.com and TryMyUI let you take actual videos of people navigating your website.

You can also use a live chat program like Wordle that lets you keep transcripts, so you can see what visitors ask about most, and whether something is unclear, vague, or missing from your site.

When Customer Development and Success Align

Customer Development is all about optimizing acquisition and conversion. Customer Success then picks up the relay baton and runs with it, retaining customers, reducing churn, and leading to up-sell and cross-sell opportunities you can only tap into when you know what your customers’ goals are and whether or not they’re achieving them.

The fastest-growing new companies are those that master acquisition and retention both, which means that to grow – you need to close the Development-Success loop.


Let’s Get SaaSsy – I’m offering a limited number of SaaS consulting engagements.