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鬲爻鬲 賲丕賲丕賳
丕蹖賳 讴鬲丕亘 胤蹖 蹖讴 讴丕乇 诏乇賵賴蹖 亘丕 賴賲讴丕乇蹖 鄹鄣 賳賮乇 丕夭 毓賱丕賯賴鈥屬呝嗀囏й� 丨賵夭賴鈥屰� 讴爻亘鈥屬堏┴ж� 鬲乇噩賲賴 卮丿. 賲丿蹖乇 倬乇賵跇賴鈥屰� 鬲乇噩賲賴鈥屰� 丕蹖賳 讴鬲丕亘 丌乇卮 賲蹖賱丕賳蹖 亘賵丿
210 pages, ebook
First published September 10, 2013
2,904 people are currently reading
20.2k people want to read
About the author
Rob Fitzpatrick
2听books205听followersRob is an entrepreneur of 12 years. He went through YCombinator (s07) with an attempt to figure out social advertising before Facebook managed to do so, which obviously didn鈥檛 work out so well. He has raised funding in the US and UK, built products used by customers like Sony and MTV, designed and Kickstarted a card game, cofounded the education agency Founder Centric, rebuilt a little sailboat, and has built and launched countless silly hobby and side projects which have (so far) managed to keep the wolf from the door. He鈥檚 a techie who (grudgingly) learned enterprise sales. He now specializes in the gathering of unbiased customer learning and taking an idea from nothing through to its first dozen or so paying customers.
Rob is the author of The Mom Test book about how to talk to customers and learn if your business is a good idea even when everyone is lying to you. Taught at top universities including Harvard, MIT, UCL, and many more.
Coauthor of Workshop Survival Guide about how to design and run effective, engaging, high-energy workshops.
Rob is the author of The Mom Test book about how to talk to customers and learn if your business is a good idea even when everyone is lying to you. Taught at top universities including Harvard, MIT, UCL, and many more.
Coauthor of Workshop Survival Guide about how to design and run effective, engaging, high-energy workshops.
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Displaying 1 - 30 of 1,223 reviews
July 24, 2019
Outstanding book!
Main lessons learned:
1. Don't pitch your ideas to customers
2. Learn facts. Dig and ask more questions till you have exact facts and data
3. Don't mention your solution
4. Don't listen to opinions, collect facts and pain points instead
5. Compliments means nothing. Really nothing. Deflect them and dig deeper.
6. You can鈥檛 learn anything useful unless you鈥檙e willing to spend a few minutes shutting up
7. If you don鈥檛 know what happens next after a product or sales meeting, the meeting was pointless
8. Until you鈥檝e got a working business model and a repeatable sales or marketing process, the founders need to be in the meetings themselves.
Main lessons learned:
1. Don't pitch your ideas to customers
2. Learn facts. Dig and ask more questions till you have exact facts and data
3. Don't mention your solution
4. Don't listen to opinions, collect facts and pain points instead
5. Compliments means nothing. Really nothing. Deflect them and dig deeper.
6. You can鈥檛 learn anything useful unless you鈥檙e willing to spend a few minutes shutting up
7. If you don鈥檛 know what happens next after a product or sales meeting, the meeting was pointless
8. Until you鈥檝e got a working business model and a repeatable sales or marketing process, the founders need to be in the meetings themselves.
February 19, 2020
Either really good or dismally bad. Not sure which one.
Easy read. Some ideas that could sometimes be useful. Or not.
Q:
Trying to learn from customer conversations is like excavating a delicate archaeological site. The truth is down there somewhere, but it鈥檚 fragile. (c)
Easy read. Some ideas that could sometimes be useful. Or not.
Q:
Trying to learn from customer conversations is like excavating a delicate archaeological site. The truth is down there somewhere, but it鈥檚 fragile. (c)
January 7, 2019
This book is amazing!
I recommend it to everyone who builds products, talks to customers, works in startups or has the desire to sell any ideas/products they came up with or made.
Why I loved it:
- it's a how-to book that offers concrete methods and tools to solve problems on tour path to a new product with an audience;
- it is full of specific examples of good and bad approaches, and reasons why a certain approach is good or bad;
- it is easy to read, short and funny - a real delight to spend your time on, and simultaneously very useful.
Lots of valuable info compressed in there. Simply awesome.
I recommend it to everyone who builds products, talks to customers, works in startups or has the desire to sell any ideas/products they came up with or made.
Why I loved it:
- it's a how-to book that offers concrete methods and tools to solve problems on tour path to a new product with an audience;
- it is full of specific examples of good and bad approaches, and reasons why a certain approach is good or bad;
- it is easy to read, short and funny - a real delight to spend your time on, and simultaneously very useful.
Lots of valuable info compressed in there. Simply awesome.
March 24, 2017
This book is about having conversations with potential customers to see if your business is a good idea. It is not written by a UX guy, but someone from tech startups who has learned through mistakes. In some places it's a bit beginner, but it's fun to read, not pretentious, and at times laugh out loud funny. It's a good reminder of the basics and packed full of example dialogues. I actually put down the book I was working on to read this one and devoured it in part of a day.
It starts with a good and bad sample conversation about a new product idea. Key takeaway: try to avoid talking about your business idea, but instead focus on their life, with specific examples from the past (not projections about the future).
Rules of thumb:
- People know what their problems are, but don't know how to fix them.
- Focus on user goals/motivations with questions like "why do you bother".
- Where possible, watch what people do rather than ask what their opinions are. When not possible, ask them to walk through the last time they did that thing.
- If they haven't looked for ways of solving a problem already, they aren't going to look for or buy yours.
- Give people an excuse to help you by asking "who else should I talk to" and "is there anything else I should have asked".
Be wary of bad data in the form of compliments, fluff, and ideas. Redirect compliments by getting specific. Anchor generic claims and hypotheticals in specific examples from the past. Dig beneath ideas and feature requests to find the motivation behind them.
Every time you talk to someone, you should be asking one question that has the potential to destroy your currently imagined business.
Start broad with questions and don't zoom in until you have a strong signal. This avoids wasting time figuring out the minutia of a trivial problem.
Prepare your top 3 questions for each type of person you're talking to - easier to make them unbiased and helps from getting stuck in trivial questions in the moment. Adjust questions as you learn more.
Quick and casual chats work better than long, formal meetings, especially early on. It reduces overhead setup time and means you can keep it short - sometimes 5-10 minutes to learn if a problem exists and is important.
Once you get to the stage of showing your product to customers, you can start asking for commitments. You're looking for commitments of time (participating in a trial or providing feedback on wireframes), reputation (intro to team, boss, public testimonials), and financial (pre-orders and deposits). The more they're giving up, the more seriously you can take what they're saying.
When finding conversations, take advantage of serendipity, find an excuse, or immerse yourself in their environment. Create "warm intros" by using friends of friends, industry advisors, universities, investors, and favours.
Frame meetings by: outlining your vision (trying to solve x problem), framing expectations (what stage you're at, not selling), showing weakness, putting them on a pedestal (showing how much they can help), and explicitly asking for help.
Keep having conversations until you stop hearing new stuff.
Startups need to be especially focused on one segment to filter out noise. If you aren't finding consistent problems and goals, you don't have a specific enough customer segment. Then start with people who seem most profitable, easy to reach, and personally rewarding.
Avoid customer learning being stuck in one person's head by prepping, reviewing, and taking good notes. Prepping - know what you hope to learn and keep the whole team involved in identifying those goals. Review key quotes and main takeaways with the team. Bring a second person along to take notes and jump in if they notice bias or a missed lead. Take notes that are lightweight to capture, but stored permanently - notes are only useful if you look at them again.
It starts with a good and bad sample conversation about a new product idea. Key takeaway: try to avoid talking about your business idea, but instead focus on their life, with specific examples from the past (not projections about the future).
Rules of thumb:
- People know what their problems are, but don't know how to fix them.
- Focus on user goals/motivations with questions like "why do you bother".
- Where possible, watch what people do rather than ask what their opinions are. When not possible, ask them to walk through the last time they did that thing.
- If they haven't looked for ways of solving a problem already, they aren't going to look for or buy yours.
- Give people an excuse to help you by asking "who else should I talk to" and "is there anything else I should have asked".
Be wary of bad data in the form of compliments, fluff, and ideas. Redirect compliments by getting specific. Anchor generic claims and hypotheticals in specific examples from the past. Dig beneath ideas and feature requests to find the motivation behind them.
Every time you talk to someone, you should be asking one question that has the potential to destroy your currently imagined business.
Start broad with questions and don't zoom in until you have a strong signal. This avoids wasting time figuring out the minutia of a trivial problem.
Prepare your top 3 questions for each type of person you're talking to - easier to make them unbiased and helps from getting stuck in trivial questions in the moment. Adjust questions as you learn more.
Quick and casual chats work better than long, formal meetings, especially early on. It reduces overhead setup time and means you can keep it short - sometimes 5-10 minutes to learn if a problem exists and is important.
Once you get to the stage of showing your product to customers, you can start asking for commitments. You're looking for commitments of time (participating in a trial or providing feedback on wireframes), reputation (intro to team, boss, public testimonials), and financial (pre-orders and deposits). The more they're giving up, the more seriously you can take what they're saying.
When finding conversations, take advantage of serendipity, find an excuse, or immerse yourself in their environment. Create "warm intros" by using friends of friends, industry advisors, universities, investors, and favours.
Frame meetings by: outlining your vision (trying to solve x problem), framing expectations (what stage you're at, not selling), showing weakness, putting them on a pedestal (showing how much they can help), and explicitly asking for help.
Keep having conversations until you stop hearing new stuff.
Startups need to be especially focused on one segment to filter out noise. If you aren't finding consistent problems and goals, you don't have a specific enough customer segment. Then start with people who seem most profitable, easy to reach, and personally rewarding.
Avoid customer learning being stuck in one person's head by prepping, reviewing, and taking good notes. Prepping - know what you hope to learn and keep the whole team involved in identifying those goals. Review key quotes and main takeaways with the team. Bring a second person along to take notes and jump in if they notice bias or a missed lead. Take notes that are lightweight to capture, but stored permanently - notes are only useful if you look at them again.
May 5, 2019
The best book for Customer Development I've ever seen!
Must-read for all CEOs, founders, Product Managers, and User Researchers!
My notes, in case you need:
Must-read for all CEOs, founders, Product Managers, and User Researchers!
My notes, in case you need:
April 6, 2022
蹖讴 讴鬲丕亘 噩丕賱亘 讴賴 亘丕 丕乇丕卅賴 丿丕爻鬲丕賳 诏賵賳賴 亘賴賲賵賳 蹖丕丿 賲蹖丿賴 讴賴 趩胤賵乇 亘乇丕蹖 丕爻鬲丕乇鬲 夭丿賳 蹖讴 丕爻鬲丕乇鬲丕倬 爻賵丕賱 亘倬乇爻蹖賲貙 賲卮讴賱 乇賵 倬蹖丿丕 讴賳蹖賲 賵... 丕诏賴 亘賴 賮讴乇 卮乇賵毓 蹖賴 讴丕乇 噩丿蹖丿 賴爻鬲蹖 賲禺氐賵氐丕 丨賵夭賴 丕爻鬲丕乇鬲丕倬蹖 丕賵賱蹖賳 讴鬲丕亘蹖 讴賴 亘丕蹖丿 亘禺賵賳蹖 賵 亘氐賵乇鬲 禺蹖賱蹖 乇賵丕賳 倬賱賴 賴丕蹖 丕賵賱 乇賵 亘賴鬲 蹖丕丿 賲蹖丿賴 賴賲蹖賳 讴鬲丕亘 賴爻鬲
December 17, 2019
袧械褋泻芯谢褜泻芯 褌褉械写芯胁 薪邪蟹邪写 褟 褋锌褉芯褋懈谢 褔褌芯 锌芯褔懈褌邪褌褜 锌褉芯谐褉邪屑屑懈褋褌褍-懈薪褌褉芯胁械褉褌褍 芯 泻芯屑屑褍薪懈泻邪褑懈褟褏, 懈 屑薪械 锌芯褋芯胁械褌芯胁邪谢懈 .
孝邪泻-褌芯 褟 褋锌褉邪褕懈胁邪谢 薪械 写谢褟 褋械斜褟, 薪芯 胁芯褌 褝褌褍 锌褉芯褔懈褌邪谢 - 懈 芯薪邪 胁械谢懈泻芯谢械锌薪邪, 懈蟹 褉邪蟹褉褟写邪 "泻邪泻芯泄 卸械 褟 斜褘谢 懈写懈芯褌" 懈 "锌芯褔械屑褍 屑薪械 薪械 褉邪褋褋泻邪蟹邪谢懈 褝褌芯谐芯 褉邪薪褜褕械".
协褌邪 泻薪懈卸泻邪 - 芯 褌芯屑, 泻邪泻 褍 锌芯褌械薪褑懈邪谢褜薪褘褏 锌芯谢褜蟹芯胁邪褌械谢械泄/泻谢懈械薪褌芯胁 褋锌褉邪褕懈胁邪褌褜 屑薪械薪懈褟 懈 褎懈写斜械泻, 褌邪泻 褔褌芯斜褘 锌芯薪懈屑邪褌褜 褔褌芯 芯薪懈 褉械邪谢褜薪芯 写褍屑邪褞褌, 邪 薪械 屑懈谢芯 褌械斜械 褍谢褘斜邪褞褌褋褟 懈 胁褉褍褌.
袧邪蟹胁邪薪懈械 "Mom test" - 褝褌芯 褌懈锌邪 褌褘 锌褉懈褕械谢 泻 屑邪屑械 懈 褋锌褉邪褕懈胁邪械褕褜 锌褉芯 褋胁芯褞 懈写械褞 锌褉懈谢芯卸械薪懈褟, 褏芯褉芯褕邪褟 芯薪邪 懈谢懈 薪械褌. 袦邪屑邪 泻芯薪械褔薪芯 褋泻邪卸械褌, 褔褌芯 褏芯褉芯褕邪褟, 邪 褋邪屑邪 薪邪褔薪械褌 锌芯写褋褔懈褌褘胁邪褌褜 胁芯 褔褌芯 芯斜芯泄写械褌褋褟 械褖械 薪械褋泻芯谢褜泻芯 谢械褌 泻芯褌芯褉褘械 褌褘 斜褍写械褕褜 卸懈褌褜 褋 薪械泄. 袠 胁芯褌 泻薪懈卸泻邪 薪邪褔懈薪邪械褌褋褟 褋 锌褉懈屑械褉邪 褌芯谐芯, 泻邪泻 褋锌褉邪褕懈胁邪褌褜 屑邪屑褍 褌邪泻, 褔褌芯斜褘 褉械邪谢褜薪芯 褔褌芯-褌芯 褍蟹薪邪褌褜.
袨薪芯 胁 褉械褌褉芯褋锌械泻褌懈胁械 写芯褋褌邪褌芯褔薪芯 芯褔械胁懈写薪芯, 薪芯 写芯褏芯写懈褌 薪械 褋褉邪蟹褍 - 薪邪锌褉懈屑械褉, 胁芯 胁褉械屑褟 褌邪泻懈褏 褉邪蟹谐芯胁芯褉芯胁 胁芯芯斜褖械 薪械 薪邪写芯 谐芯胁芯褉懈褌褜 锌褉芯 褋胁芯褞 懈写械褞 懈 泻邪泻-褌芯 械械 锌懈褌褔懈褌褜. 袗 薪邪写芯 褋锌褉邪褕懈胁邪褌褜 锌褉芯 卸懈蟹薪褜 懈 锌褉芯斜谢械屑褘 谢褞写械泄 (泻芯褌芯褉褘械 锌褉械写锌芯谢邪谐邪械褌褋褟 锌褉懈谢芯卸械薪懈械屑 褉械褕邪褌褜)
孝芯 械褋褌褜, 械褋褌褜 谢懈 胁芯芯斜褖械 褍 薪懈褏 褌邪泻邪褟 锌褉芯斜谢械屑邪 胁 谐芯谢芯胁械, 写械谢邪谢懈 谢懈 芯薪懈 褔褌芯-褌芯 写谢褟 械械 褉械褕械薪懈褟, 懈褌写.
袙褋械谐写邪 胁 泻芯薪泻褉械褌懈泻械, 邪 薪械 胁 芯斜褖械屑. "携 懈薪芯谐写邪 褌邪泻芯械 写械谢邪褞" - 屑邪谢芯锌芯谢械蟹薪芯, 薪邪写芯 褋锌褉芯褋懈褌褜 "褉邪褋褋泻邪卸懈 锌褉芯 锌芯褋谢械写薪懈泄 褉邪蟹", 褔褌芯斜褘 斜褘谢 泻芯薪泻褉械褌薪褘泄 锌褉懈屑械褉.
小锌褉邪褕懈胁邪褌褜 谢褞写械泄 懈褏 屑薪械薪懈褟 锌褉芯 斜褍写褍褖械械 - 屑邪谢芯锌芯谢械蟹薪芯 ("袨斜褟蟹邪褌械谢褜薪芯 斜褘 褌邪泻芯械 泻褍锌懈谢"), 薪邪写芯 褋锌褉芯褋懈褌褜 "褉邪褋褋泻邪卸懈 泻芯谐写邪 胁 锌芯褋谢械写薪懈泄 褉邪蟹 锌芯写芯斜薪芯械 锌芯泻褍锌邪谢", 褔褌芯斜褘 斜褘谢芯 泻芯薪泻褉械褌薪芯.
袣芯谐写邪 褌械斜械 谐芯胁芯褉褟褌, 褔褌芯 懈写械褟 泻谢邪褋褋薪邪褟 - 褝褌芯 0 懈薪褎芯褉屑邪褑懈懈, 薪邪写芯 褋泻懈锌邪褌褜.
袨褌褋褍褌褋褌胁懈械 褍 褔械谢芯胁械泻邪 锌褉芯斜谢械屑褘, 泻芯褌芯褉褍褞 褌褘 褏芯褔械褕褜 褉械褕邪褌褜 - 褝褌芯 芯褌谢懈褔薪褘泄 褉械蟹褍谢褜褌邪褌, 锌芯褌芯屑褍 褔褌芯 胁邪卸薪邪褟 懈薪褎芯褉屑邪褑懈褟 锌芯谢褍褔械薪薪邪褟 薪械写芯褉芯谐懈屑 锌褍褌械屑, 懈褌写 懈褌锌. 袦械薪褜褕械 褝谐芯, 斜芯谢褜褕械 懈薪褌械褉械褋芯胁邪褌褜褋褟 屑薪械薪懈械屑 写褉褍谐懈褏, 薪械 褋锌芯褉懈褌褜, 薪械 褍斜械卸写邪褌褜, 褋褌邪褉邪褌褜褋褟 锌芯薪褟褌褜.
袨薪 写邪谢褜褕械 褉邪蟹胁懈胁邪械褌 褝褌褍 屑褘褋谢褜 薪邪 sales process, 泻芯谐写邪 褌褘 褋薪邪褔邪谢邪 褍斜械卸写邪械褕褜褋褟 褔褌芯 锌褉芯斜谢械屑邪 械褋褌褜 懈 械褋褌褜 斜褞写卸械褌, 邪 锌芯褌芯屑 褍卸械 锌懈褌褔懈褕褜 褋胁芯械 褉械褕械薪懈械.
袠 褌邪屑 褌芯卸械 锌褉芯褋褌芯 锌芯蟹懈褌懈胁薪褘泄 褎懈写斜械泻 薪懈褔械谐芯 薪械 蟹薪邪褔懈褌, 蟹薪邪褔懈褌 薪械泻懈泄 泻芯屑屑懈褌屑械薪褌 芯褌 泻邪褋褌芯屑械褉邪, 芯薪 斜褘胁邪械褌 褉邪蟹薪褘泄.
袙 芯斜褖械屑, 褍褉邪谐邪薪. 袝褖械 芯薪邪 芯褔械薪褜 泻芯褉芯褌泻邪褟, 褔褌芯 褋褌褉芯谐芯 锌谢褞褋.
袘谢懈卸械 泻 泻芯薪褑褍 胁 薪械泄 褔褍褌褜-褔褍褌褜 胁芯写褘, 薪芯 褝褌芯 写谢褟 屑械薪褟 薪械 懈褋锌芯褉褌懈谢芯 胁锌械褔邪褌谢械薪懈褟 薪懈泻邪泻.
袣 泻芯薪褑褍 泻薪懈卸泻懈 褟 褍卸械 薪邪褔邪谢 写械谢邪褌褜 蟹邪屑械褌泻懈, 泻邪泻 薪邪 褋邪屑芯屑 写械谢械 薪邪写芯 斜褘谢芯 薪邪褔懈薪邪褌褜 胁褋械 屑芯懈 锌械褌-锌褉芯械泻褌褘 胁泻谢褞褔邪褟 袣褉褍卸芯褔泻懈. 袧邪写芯 胁懈写懈屑芯 懈 芯褋褌邪谢褜薪褘械 泻薪懈卸泻懈 写谢褟 蟹邪写褉芯褌芯胁-锌褉芯谐褉邪屑屑懈褋褌芯胁 懈蟹 褌褉械写邪 锌芯褔懈褌邪褌褜.
袙褋械屑 褌械褏薪懈褔械褋泻懈屑 谢褞写褟屑, 泻芯褌芯褉褘械 褏芯褌褟褌 懈谢懈 写褍屑邪褞褌 写械谢邪褌褜 褋褌邪褉褌邪锌 - 芯斜褟蟹邪褌械谢褜薪芯 泻 锌褉芯褔褌械薪懈褞. 袙芯褌 锌褉褟屑 芯斜褟蟹邪褌械谢褜薪芯. 携 胁褉芯写械 褔懈褌邪谢 懈 小褌懈胁邪 袘谢邪薪泻邪, 懈 协褉懈泻邪 袪懈褋邪, 薪芯 胁芯褌 褌邪泻 斜谢懈蟹泻芯 懈 泻芯薪泻褉械褌薪芯 泻邪泻 Mom Test - 薪械 斜褘谢芯.
效褌芯 械褖械 械褋褌褜 褌邪泻芯械 卸械 芯斜褟蟹邪褌械谢褜薪芯械 泻 锌褉芯褔褌械薪懈褞, 锌褉芯 斜懈蟹薪械褋 懈 械谐芯 胁蟹邪懈屑芯写械泄褋褌胁懈械 褋 胁薪械褕薪懈屑 屑懈褉芯屑?
http://closedcircles.com/?invite=40d0b158129fbcd56191f91eb01ba861193f8826
孝邪泻-褌芯 褟 褋锌褉邪褕懈胁邪谢 薪械 写谢褟 褋械斜褟, 薪芯 胁芯褌 褝褌褍 锌褉芯褔懈褌邪谢 - 懈 芯薪邪 胁械谢懈泻芯谢械锌薪邪, 懈蟹 褉邪蟹褉褟写邪 "泻邪泻芯泄 卸械 褟 斜褘谢 懈写懈芯褌" 懈 "锌芯褔械屑褍 屑薪械 薪械 褉邪褋褋泻邪蟹邪谢懈 褝褌芯谐芯 褉邪薪褜褕械".
协褌邪 泻薪懈卸泻邪 - 芯 褌芯屑, 泻邪泻 褍 锌芯褌械薪褑懈邪谢褜薪褘褏 锌芯谢褜蟹芯胁邪褌械谢械泄/泻谢懈械薪褌芯胁 褋锌褉邪褕懈胁邪褌褜 屑薪械薪懈褟 懈 褎懈写斜械泻, 褌邪泻 褔褌芯斜褘 锌芯薪懈屑邪褌褜 褔褌芯 芯薪懈 褉械邪谢褜薪芯 写褍屑邪褞褌, 邪 薪械 屑懈谢芯 褌械斜械 褍谢褘斜邪褞褌褋褟 懈 胁褉褍褌.
袧邪蟹胁邪薪懈械 "Mom test" - 褝褌芯 褌懈锌邪 褌褘 锌褉懈褕械谢 泻 屑邪屑械 懈 褋锌褉邪褕懈胁邪械褕褜 锌褉芯 褋胁芯褞 懈写械褞 锌褉懈谢芯卸械薪懈褟, 褏芯褉芯褕邪褟 芯薪邪 懈谢懈 薪械褌. 袦邪屑邪 泻芯薪械褔薪芯 褋泻邪卸械褌, 褔褌芯 褏芯褉芯褕邪褟, 邪 褋邪屑邪 薪邪褔薪械褌 锌芯写褋褔懈褌褘胁邪褌褜 胁芯 褔褌芯 芯斜芯泄写械褌褋褟 械褖械 薪械褋泻芯谢褜泻芯 谢械褌 泻芯褌芯褉褘械 褌褘 斜褍写械褕褜 卸懈褌褜 褋 薪械泄. 袠 胁芯褌 泻薪懈卸泻邪 薪邪褔懈薪邪械褌褋褟 褋 锌褉懈屑械褉邪 褌芯谐芯, 泻邪泻 褋锌褉邪褕懈胁邪褌褜 屑邪屑褍 褌邪泻, 褔褌芯斜褘 褉械邪谢褜薪芯 褔褌芯-褌芯 褍蟹薪邪褌褜.
袨薪芯 胁 褉械褌褉芯褋锌械泻褌懈胁械 写芯褋褌邪褌芯褔薪芯 芯褔械胁懈写薪芯, 薪芯 写芯褏芯写懈褌 薪械 褋褉邪蟹褍 - 薪邪锌褉懈屑械褉, 胁芯 胁褉械屑褟 褌邪泻懈褏 褉邪蟹谐芯胁芯褉芯胁 胁芯芯斜褖械 薪械 薪邪写芯 谐芯胁芯褉懈褌褜 锌褉芯 褋胁芯褞 懈写械褞 懈 泻邪泻-褌芯 械械 锌懈褌褔懈褌褜. 袗 薪邪写芯 褋锌褉邪褕懈胁邪褌褜 锌褉芯 卸懈蟹薪褜 懈 锌褉芯斜谢械屑褘 谢褞写械泄 (泻芯褌芯褉褘械 锌褉械写锌芯谢邪谐邪械褌褋褟 锌褉懈谢芯卸械薪懈械屑 褉械褕邪褌褜)
孝芯 械褋褌褜, 械褋褌褜 谢懈 胁芯芯斜褖械 褍 薪懈褏 褌邪泻邪褟 锌褉芯斜谢械屑邪 胁 谐芯谢芯胁械, 写械谢邪谢懈 谢懈 芯薪懈 褔褌芯-褌芯 写谢褟 械械 褉械褕械薪懈褟, 懈褌写.
袙褋械谐写邪 胁 泻芯薪泻褉械褌懈泻械, 邪 薪械 胁 芯斜褖械屑. "携 懈薪芯谐写邪 褌邪泻芯械 写械谢邪褞" - 屑邪谢芯锌芯谢械蟹薪芯, 薪邪写芯 褋锌褉芯褋懈褌褜 "褉邪褋褋泻邪卸懈 锌褉芯 锌芯褋谢械写薪懈泄 褉邪蟹", 褔褌芯斜褘 斜褘谢 泻芯薪泻褉械褌薪褘泄 锌褉懈屑械褉.
小锌褉邪褕懈胁邪褌褜 谢褞写械泄 懈褏 屑薪械薪懈褟 锌褉芯 斜褍写褍褖械械 - 屑邪谢芯锌芯谢械蟹薪芯 ("袨斜褟蟹邪褌械谢褜薪芯 斜褘 褌邪泻芯械 泻褍锌懈谢"), 薪邪写芯 褋锌褉芯褋懈褌褜 "褉邪褋褋泻邪卸懈 泻芯谐写邪 胁 锌芯褋谢械写薪懈泄 褉邪蟹 锌芯写芯斜薪芯械 锌芯泻褍锌邪谢", 褔褌芯斜褘 斜褘谢芯 泻芯薪泻褉械褌薪芯.
袣芯谐写邪 褌械斜械 谐芯胁芯褉褟褌, 褔褌芯 懈写械褟 泻谢邪褋褋薪邪褟 - 褝褌芯 0 懈薪褎芯褉屑邪褑懈懈, 薪邪写芯 褋泻懈锌邪褌褜.
袨褌褋褍褌褋褌胁懈械 褍 褔械谢芯胁械泻邪 锌褉芯斜谢械屑褘, 泻芯褌芯褉褍褞 褌褘 褏芯褔械褕褜 褉械褕邪褌褜 - 褝褌芯 芯褌谢懈褔薪褘泄 褉械蟹褍谢褜褌邪褌, 锌芯褌芯屑褍 褔褌芯 胁邪卸薪邪褟 懈薪褎芯褉屑邪褑懈褟 锌芯谢褍褔械薪薪邪褟 薪械写芯褉芯谐懈屑 锌褍褌械屑, 懈褌写 懈褌锌. 袦械薪褜褕械 褝谐芯, 斜芯谢褜褕械 懈薪褌械褉械褋芯胁邪褌褜褋褟 屑薪械薪懈械屑 写褉褍谐懈褏, 薪械 褋锌芯褉懈褌褜, 薪械 褍斜械卸写邪褌褜, 褋褌邪褉邪褌褜褋褟 锌芯薪褟褌褜.
袨薪 写邪谢褜褕械 褉邪蟹胁懈胁邪械褌 褝褌褍 屑褘褋谢褜 薪邪 sales process, 泻芯谐写邪 褌褘 褋薪邪褔邪谢邪 褍斜械卸写邪械褕褜褋褟 褔褌芯 锌褉芯斜谢械屑邪 械褋褌褜 懈 械褋褌褜 斜褞写卸械褌, 邪 锌芯褌芯屑 褍卸械 锌懈褌褔懈褕褜 褋胁芯械 褉械褕械薪懈械.
袠 褌邪屑 褌芯卸械 锌褉芯褋褌芯 锌芯蟹懈褌懈胁薪褘泄 褎懈写斜械泻 薪懈褔械谐芯 薪械 蟹薪邪褔懈褌, 蟹薪邪褔懈褌 薪械泻懈泄 泻芯屑屑懈褌屑械薪褌 芯褌 泻邪褋褌芯屑械褉邪, 芯薪 斜褘胁邪械褌 褉邪蟹薪褘泄.
袙 芯斜褖械屑, 褍褉邪谐邪薪. 袝褖械 芯薪邪 芯褔械薪褜 泻芯褉芯褌泻邪褟, 褔褌芯 褋褌褉芯谐芯 锌谢褞褋.
袘谢懈卸械 泻 泻芯薪褑褍 胁 薪械泄 褔褍褌褜-褔褍褌褜 胁芯写褘, 薪芯 褝褌芯 写谢褟 屑械薪褟 薪械 懈褋锌芯褉褌懈谢芯 胁锌械褔邪褌谢械薪懈褟 薪懈泻邪泻.
袣 泻芯薪褑褍 泻薪懈卸泻懈 褟 褍卸械 薪邪褔邪谢 写械谢邪褌褜 蟹邪屑械褌泻懈, 泻邪泻 薪邪 褋邪屑芯屑 写械谢械 薪邪写芯 斜褘谢芯 薪邪褔懈薪邪褌褜 胁褋械 屑芯懈 锌械褌-锌褉芯械泻褌褘 胁泻谢褞褔邪褟 袣褉褍卸芯褔泻懈. 袧邪写芯 胁懈写懈屑芯 懈 芯褋褌邪谢褜薪褘械 泻薪懈卸泻懈 写谢褟 蟹邪写褉芯褌芯胁-锌褉芯谐褉邪屑屑懈褋褌芯胁 懈蟹 褌褉械写邪 锌芯褔懈褌邪褌褜.
袙褋械屑 褌械褏薪懈褔械褋泻懈屑 谢褞写褟屑, 泻芯褌芯褉褘械 褏芯褌褟褌 懈谢懈 写褍屑邪褞褌 写械谢邪褌褜 褋褌邪褉褌邪锌 - 芯斜褟蟹邪褌械谢褜薪芯 泻 锌褉芯褔褌械薪懈褞. 袙芯褌 锌褉褟屑 芯斜褟蟹邪褌械谢褜薪芯. 携 胁褉芯写械 褔懈褌邪谢 懈 小褌懈胁邪 袘谢邪薪泻邪, 懈 协褉懈泻邪 袪懈褋邪, 薪芯 胁芯褌 褌邪泻 斜谢懈蟹泻芯 懈 泻芯薪泻褉械褌薪芯 泻邪泻 Mom Test - 薪械 斜褘谢芯.
效褌芯 械褖械 械褋褌褜 褌邪泻芯械 卸械 芯斜褟蟹邪褌械谢褜薪芯械 泻 锌褉芯褔褌械薪懈褞, 锌褉芯 斜懈蟹薪械褋 懈 械谐芯 胁蟹邪懈屑芯写械泄褋褌胁懈械 褋 胁薪械褕薪懈屑 屑懈褉芯屑?
http://closedcircles.com/?invite=40d0b158129fbcd56191f91eb01ba861193f8826
February 6, 2017
丕夭 丨丿賵丿 爻丕賱 90 亘丕 賵乇賵丿 賲亘丕丨孬 讴丕乇丌賮乇蹖賳蹖 賳賵蹖賳 亘賴 丕蹖乇丕賳貙 鬲丨賵賱丕鬲 賵 鬲睾蹖蹖乇丕鬲 亘夭乇诏蹖 丿乇 丨賵夭賴 賳賵丌賵乇蹖 丿乇 讴爻亘 賵 讴丕乇賴丕 丕鬲賮丕賯 丕賮鬲丕丿賴 賵賱蹖 丕蹖賳 卮鬲丕亘夭丿诏蹖 亘丕毓孬 卮丿賴 亘爻蹖丕乇蹖 丕夭 賲亘丕丨孬 鬲讴賲蹖賱蹖 乇丕賴 丕賳丿丕夭蹖 丕爻鬲丕乇鬲丕倬 賴丕 亘賴 丿乇爻鬲蹖 賵 讴丕賲賱 賲賳鬲賯賱 賳卮賴 賵 丕賮乇丕丿 夭蹖丕丿蹖 亘丕 讴爻亘 蹖讴 丿丕賳卮 爻胤蹖 丕夭 賲亘丕丨孬 讴丕乇丌賮乇蹖賳蹖 禺賵丿卮賵賳 乇丕 亘蹖 賳蹖丕夭 丕夭 蹖丕丿诏蹖乇蹖 亘蹖卮鬲乇 亘丿賵賳賳丿.
蹖讴蹖 丕夭 丕蹖賳 賲亘丕丨孬 賲賴賲貙 丿丕賳卮 賲乇亘賵胤 亘賴 "蹖丕丿诏蹖乇蹖 丕夭 賲卮鬲乇蹖" 蹖丕 "鬲賵爻毓賴 賲卮鬲乇蹖" 蹖丕 "丕乇夭蹖丕亘蹖 賲卮鬲乇蹖" 蹖丕 "诏賮鬲诏賵 亘丕 賲卮鬲乇蹖" 賴爻鬲 讴賴 亘丕 賵噩賵丿 乇卮丿 賯丕亘賱 鬲賵噩賴 賲丨鬲賵丕蹖 噩賴丕賳蹖貙 亘賴 卮丿鬲 丿趩丕乇 賮賯乇 賵 讴賲亘賵丿 賲賳丕亘毓 丿爻鬲 丕賵賱 丿乇 丿丕禺賱 丕蹖乇丕賳 亘賵丿蹖賲. "鬲爻鬲 賲丕賲丕賳" 蹖讴蹖 丕夭 丕蹖賳 讴鬲丕亘 賴丕蹖 禺賵亘 亘賵丿 讴賴 賲丿鬲 賴丕 倬蹖卮 鬲毓乇蹖賮卮 乇賵 卮賳蹖丿賴 亘賵丿賲 賵 亘蹖氐亘乇丕賳賴 賲賳鬲馗乇 亘丿賲 賳爻禺賴 丕賳诏賱蹖爻蹖 蹖丕 賮丕乇爻蹖 丕賵賳 乇賵 丿丕卮鬲賴 亘丕卮賲. 鬲丕 丕蹖賳讴賴 讴鬲丕亘 禺賵丿 丿乇 蹖讴 賮乇丕蹖賳丿 丕爻鬲丕乇鬲丕倬蹖 亘丕 賲丨賵乇蹖鬲 鬲蹖賲 倬蹖賳诏賵賳蹖賵 鬲乇噩賲賴 卮丿賴 賵 亘賴 亘丕夭丕乇 丕乇丕卅賴 卮丿.
爻賴 賮氐賱 锟斤拷賵賱 丕蹖賳 讴鬲丕亘 亘賴 賳賵毓蹖 亘禺卮 丿乇禺卮丕賳 丕賵賳 賴爻鬲賳丿 賵 丿乇 蹖讴 丕丿亘蹖丕鬲 爻丕丿賴 賵 乇賵卮賳 丨噩鬲 乇賵 亘乇丕蹖 鬲賲丕賲 讴爻丕蹖蹖 讴賴 賲蹖 禺賵丕賳 蹖丕丿 亘诏蹖乇賳 趩胤賵乇 賯亘賱 丕夭 卮乇賵毓 讴丕乇 乇賵蹖 丕爻鬲丕乇鬲丕倬貙 丕夭 賲爻蹖乇 乇卮丿 賵 賲丿賱 讴爻亘 賵 讴丕乇卮賵賳 賲胤賲卅賳 亘卮賳貙 鬲賲丕賲 賲蹖 讴賳賴. 亘賯蹖賴 賮氐賱 賴丕蹖 讴鬲丕亘 诏乇趩賴 亘爻蹖丕乇 賲賮蹖丿 賵 丿賱趩爻亘 賴爻鬲賳丿 賵賱蹖 亘賴 丿乇禺卮丕賳蹖 爻賴 賮氐賱 丕賵賱 賳蹖爻鬲賳丿.
丕蹖賳 讴鬲丕亘 賲賲賱賵 丕夭 賲孬丕賱 賴丕蹖 禺賵亘 賵 賯丕亘賱 丿乇讴 丕夭 诏賮鬲诏賵賴丕爻鬲. 賳賵蹖爻賳丿賴 鬲噩乇亘賴 禺賵亘蹖 丿乇 丕蹖賳 丨賵夭賴 丿丕乇賴 賵 鬲賲丕賲 讴鬲丕亘 乇賵 亘乇賲亘賳丕蹖 鬲噩乇亘蹖丕鬲 毓賲賱蹖 禺賵丿卮 賵 賳賴 賲亘丕賳蹖 毓賱賲蹖 蹖丕 鬲卅賵乇蹖 賳賵卮鬲賴. 亘乇丕蹖 賴賲蹖賳 賮讴乇 賲蹖 讴賳賲 讴丕乇丌賮乇蹖賳丕賳 鬲丕夭賴 讴丕乇 亘賴鬲乇 亘鬲賵賳賳 亘丕 丕蹖賳 讴鬲丕亘 丕乇鬲亘丕胤 亘乇賯乇丕乇 讴賳賳丿.
鬲賳賴丕 丕蹖乇丕丿 賵丕乇丿 亘賴 丕蹖賳 讴鬲丕亘 (讴賴 丕賵賳 乇賵 亘丕 賲鬲乇噩賲蹖賳卮 賴賲 丿乇賲蹖丕賳 诏匕丕卮鬲賲) 卮讴爻鬲賴 賳賵蹖爻蹖 亘蹖卮 丕夭 丨丿 丿乇 鬲乇噩賲賴 丕賵賳賴. 亘賴 賳馗乇賲 趩賳蹖賳 丕賮乇丕胤蹖 丿乇 卮讴爻鬲賴 賳賵蹖爻蹖 亘乇丕蹖 賲乇丕噩毓 賲讴鬲賵亘 丕氐賱丕 賲賳丕爻亘 賳蹖爻鬲 賵 丿乇 胤賵賱丕賳蹖 賲丿鬲 亘丕毓孬 爻禺蹖賮 鬲乇 賵 爻胤丨蹖 鬲乇 卮丿賳 丕丿亘蹖丕鬲 丨賵夭賴 讴丕乇丌賮乇蹖賳蹖 丿乇 丕蹖乇丕賳 賲蹖 卮賴. 诏乇趩賴 亘乇禺賱丕賮 賳馗乇 賲鬲乇噩賲蹖賳 丕蹖賳 卮讴爻鬲賴 賳賵蹖爻蹖 丨鬲蹖 讴丕乇 禺賵賳丿賳 讴鬲丕亘 乇賵 爻禺鬲 鬲乇 賴賲 讴乇丿賴. 丕蹖賳讴賴 卮賲丕 亘鬲賵賳蹖丿 鬲卮禺蹖氐 亘丿蹖丿 "爻賵丕賱丕蹖 賲賴賲" 賴賲賵賳 "爻賵丕賱丕鬲 賲賴賲" 賴爻鬲 亘乇丕蹖 趩卮賲蹖 讴賴 毓丕丿鬲 亘賴 趩賳蹖賳 丕丿亘蹖丕鬲蹖 丿乇 讴鬲丕亘 賳丿丕乇賴 讴丕乇賴 爻禺鬲蹖賴.
丕夭 丕蹖賳 丕蹖乇丕丿 丌夭丕乇丿賴賳丿賴 丿乇 鬲乇噩賲賴 讴賴 亘诏匕乇蹖賲貙 賲丨鬲賵丕蹖 讴鬲丕亘 趩賳丕賳 賲賮蹖丿 賵 噩匕丕亘 賴爻鬲賳丿 讴賴 鬲賵賳爻鬲賲 丿乇 毓乇囟 3 乇賵夭 賱丕亘賴 賱丕蹖 丕蹖賳 賴賲賴 賲卮睾賱賴 乇賵 亘禺賵賳賲.
蹖讴蹖 丕夭 丕蹖賳 賲亘丕丨孬 賲賴賲貙 丿丕賳卮 賲乇亘賵胤 亘賴 "蹖丕丿诏蹖乇蹖 丕夭 賲卮鬲乇蹖" 蹖丕 "鬲賵爻毓賴 賲卮鬲乇蹖" 蹖丕 "丕乇夭蹖丕亘蹖 賲卮鬲乇蹖" 蹖丕 "诏賮鬲诏賵 亘丕 賲卮鬲乇蹖" 賴爻鬲 讴賴 亘丕 賵噩賵丿 乇卮丿 賯丕亘賱 鬲賵噩賴 賲丨鬲賵丕蹖 噩賴丕賳蹖貙 亘賴 卮丿鬲 丿趩丕乇 賮賯乇 賵 讴賲亘賵丿 賲賳丕亘毓 丿爻鬲 丕賵賱 丿乇 丿丕禺賱 丕蹖乇丕賳 亘賵丿蹖賲. "鬲爻鬲 賲丕賲丕賳" 蹖讴蹖 丕夭 丕蹖賳 讴鬲丕亘 賴丕蹖 禺賵亘 亘賵丿 讴賴 賲丿鬲 賴丕 倬蹖卮 鬲毓乇蹖賮卮 乇賵 卮賳蹖丿賴 亘賵丿賲 賵 亘蹖氐亘乇丕賳賴 賲賳鬲馗乇 亘丿賲 賳爻禺賴 丕賳诏賱蹖爻蹖 蹖丕 賮丕乇爻蹖 丕賵賳 乇賵 丿丕卮鬲賴 亘丕卮賲. 鬲丕 丕蹖賳讴賴 讴鬲丕亘 禺賵丿 丿乇 蹖讴 賮乇丕蹖賳丿 丕爻鬲丕乇鬲丕倬蹖 亘丕 賲丨賵乇蹖鬲 鬲蹖賲 倬蹖賳诏賵賳蹖賵 鬲乇噩賲賴 卮丿賴 賵 亘賴 亘丕夭丕乇 丕乇丕卅賴 卮丿.
爻賴 賮氐賱 锟斤拷賵賱 丕蹖賳 讴鬲丕亘 亘賴 賳賵毓蹖 亘禺卮 丿乇禺卮丕賳 丕賵賳 賴爻鬲賳丿 賵 丿乇 蹖讴 丕丿亘蹖丕鬲 爻丕丿賴 賵 乇賵卮賳 丨噩鬲 乇賵 亘乇丕蹖 鬲賲丕賲 讴爻丕蹖蹖 讴賴 賲蹖 禺賵丕賳 蹖丕丿 亘诏蹖乇賳 趩胤賵乇 賯亘賱 丕夭 卮乇賵毓 讴丕乇 乇賵蹖 丕爻鬲丕乇鬲丕倬貙 丕夭 賲爻蹖乇 乇卮丿 賵 賲丿賱 讴爻亘 賵 讴丕乇卮賵賳 賲胤賲卅賳 亘卮賳貙 鬲賲丕賲 賲蹖 讴賳賴. 亘賯蹖賴 賮氐賱 賴丕蹖 讴鬲丕亘 诏乇趩賴 亘爻蹖丕乇 賲賮蹖丿 賵 丿賱趩爻亘 賴爻鬲賳丿 賵賱蹖 亘賴 丿乇禺卮丕賳蹖 爻賴 賮氐賱 丕賵賱 賳蹖爻鬲賳丿.
丕蹖賳 讴鬲丕亘 賲賲賱賵 丕夭 賲孬丕賱 賴丕蹖 禺賵亘 賵 賯丕亘賱 丿乇讴 丕夭 诏賮鬲诏賵賴丕爻鬲. 賳賵蹖爻賳丿賴 鬲噩乇亘賴 禺賵亘蹖 丿乇 丕蹖賳 丨賵夭賴 丿丕乇賴 賵 鬲賲丕賲 讴鬲丕亘 乇賵 亘乇賲亘賳丕蹖 鬲噩乇亘蹖丕鬲 毓賲賱蹖 禺賵丿卮 賵 賳賴 賲亘丕賳蹖 毓賱賲蹖 蹖丕 鬲卅賵乇蹖 賳賵卮鬲賴. 亘乇丕蹖 賴賲蹖賳 賮讴乇 賲蹖 讴賳賲 讴丕乇丌賮乇蹖賳丕賳 鬲丕夭賴 讴丕乇 亘賴鬲乇 亘鬲賵賳賳 亘丕 丕蹖賳 讴鬲丕亘 丕乇鬲亘丕胤 亘乇賯乇丕乇 讴賳賳丿.
鬲賳賴丕 丕蹖乇丕丿 賵丕乇丿 亘賴 丕蹖賳 讴鬲丕亘 (讴賴 丕賵賳 乇賵 亘丕 賲鬲乇噩賲蹖賳卮 賴賲 丿乇賲蹖丕賳 诏匕丕卮鬲賲) 卮讴爻鬲賴 賳賵蹖爻蹖 亘蹖卮 丕夭 丨丿 丿乇 鬲乇噩賲賴 丕賵賳賴. 亘賴 賳馗乇賲 趩賳蹖賳 丕賮乇丕胤蹖 丿乇 卮讴爻鬲賴 賳賵蹖爻蹖 亘乇丕蹖 賲乇丕噩毓 賲讴鬲賵亘 丕氐賱丕 賲賳丕爻亘 賳蹖爻鬲 賵 丿乇 胤賵賱丕賳蹖 賲丿鬲 亘丕毓孬 爻禺蹖賮 鬲乇 賵 爻胤丨蹖 鬲乇 卮丿賳 丕丿亘蹖丕鬲 丨賵夭賴 讴丕乇丌賮乇蹖賳蹖 丿乇 丕蹖乇丕賳 賲蹖 卮賴. 诏乇趩賴 亘乇禺賱丕賮 賳馗乇 賲鬲乇噩賲蹖賳 丕蹖賳 卮讴爻鬲賴 賳賵蹖爻蹖 丨鬲蹖 讴丕乇 禺賵賳丿賳 讴鬲丕亘 乇賵 爻禺鬲 鬲乇 賴賲 讴乇丿賴. 丕蹖賳讴賴 卮賲丕 亘鬲賵賳蹖丿 鬲卮禺蹖氐 亘丿蹖丿 "爻賵丕賱丕蹖 賲賴賲" 賴賲賵賳 "爻賵丕賱丕鬲 賲賴賲" 賴爻鬲 亘乇丕蹖 趩卮賲蹖 讴賴 毓丕丿鬲 亘賴 趩賳蹖賳 丕丿亘蹖丕鬲蹖 丿乇 讴鬲丕亘 賳丿丕乇賴 讴丕乇賴 爻禺鬲蹖賴.
丕夭 丕蹖賳 丕蹖乇丕丿 丌夭丕乇丿賴賳丿賴 丿乇 鬲乇噩賲賴 讴賴 亘诏匕乇蹖賲貙 賲丨鬲賵丕蹖 讴鬲丕亘 趩賳丕賳 賲賮蹖丿 賵 噩匕丕亘 賴爻鬲賳丿 讴賴 鬲賵賳爻鬲賲 丿乇 毓乇囟 3 乇賵夭 賱丕亘賴 賱丕蹖 丕蹖賳 賴賲賴 賲卮睾賱賴 乇賵 亘禺賵賳賲.
June 8, 2019
It鈥檚 nice.
Maybe the only downside is, even though it is a super short book, it is still extremely repetitive: 40% of the book is the exact same message:
鈥淒ON鈥橳 PITCH! Ask about THEIR lives, their problems, their current solutions/workarounds鈥�.
However, given how easy it is to fall back into "pitch mode", maybe it is worth hammering that message into my brain.
We are about to launch a new product soon at my company and we do have an extremely narrowly segmented customer group, so I will sit down with this book on my lap and prepare myself for some customer meetings. This book came just at the right time.
And by the way: Without this book I would 100% guaranteed have performed every single mistake outlined in this book.
I loved the chapter about note taking at the end and adding context via little symbols and emojis.
If you are in charge of a product or company and you often interface with your customers and potential customers, this book is probably worth your time -- and it doesn't demand much of your time anyways!
Maybe the only downside is, even though it is a super short book, it is still extremely repetitive: 40% of the book is the exact same message:
鈥淒ON鈥橳 PITCH! Ask about THEIR lives, their problems, their current solutions/workarounds鈥�.
However, given how easy it is to fall back into "pitch mode", maybe it is worth hammering that message into my brain.
We are about to launch a new product soon at my company and we do have an extremely narrowly segmented customer group, so I will sit down with this book on my lap and prepare myself for some customer meetings. This book came just at the right time.
And by the way: Without this book I would 100% guaranteed have performed every single mistake outlined in this book.
I loved the chapter about note taking at the end and adding context via little symbols and emojis.
If you are in charge of a product or company and you often interface with your customers and potential customers, this book is probably worth your time -- and it doesn't demand much of your time anyways!
November 28, 2017
It's the second time I read this one and once again, I loved every page of it. The book is an amazingly simple, down-to-earth guide on what it means to 'talk to your customers' before you go ahead and build that thing. It's one of those books that you can reread in a few hours every time you're thinking of starting a new project and you'll always find something new and useful. If you want to keep your sight on what's important in the mess of a product's initial research & creation, read this. It's awesome.
October 23, 2017
丕賵賱蹖賳 亘丕乇蹖 讴賴 讴鬲丕亘 鬲爻鬲 賲丕賲丕賳 乇賵 禺賵賳丿賲 賴賳賵夭 蹖丕丿賲 賴爻鬲貙 丿丕睾 丿丕睾 亘毓丿 丕夭 鬲乇噩賲賴 丕賵賱蹖賴 亘丿賵賳 賵蹖乇丕卮 丿乇 賯丕賱亘 賮丕蹖賱 賴丕蹖 诏賵诏賱 丿丕讴 亘賵丿貙 丕賵賳 夭賲丕賳 賴蹖趩 鬲氐賲蹖賲蹖 賳丿丕卮鬲蹖賲 讴賴 讴鬲丕亘 乇賵 亘賴 氐賵乇鬲 賮蹖夭蹖讴蹖 趩丕倬 讴賳蹖賲貙 丕賲乇賵夭 讴賴 亘乇丕蹖 丿賵賲蹖賳 亘丕乇 丕蹖賳 讴鬲丕亘 乇賵 賲蹖 禺賵賳丿賲 禺蹖賱蹖 賱匕鬲 亘乇丿賲 趩賵賳 賳爻禺賴 賮蹖夭蹖讴蹖 乇賵 丿爻鬲賲 诏乇賮鬲賴 亘賵丿賲 賵 賲蹖 禺賵賳丿賲 賵 禺賵卮丨丕賱 亘賵丿賲 讴賴 亘丕 鬲賲丕賲 丿乇丿爻乇賴丕蹖蹖 讴賴 亘乇丕蹖 趩丕倬 丕蹖賳 讴鬲丕亘 讴卮蹖丿蹖賲 丨丿丕賯賱 禺賵丿賲 丨爻 禺蹖賱蹖 禺賵亘蹖 丿丕卮鬲賲 賲賵賯毓 禺賵賳丿賳 丕蹖賳 讴鬲丕亘貙 噩丕賱亘 亘賵丿 讴賴 丨爻 賲蹖 讴乇丿賲 亘乇丕蹖 丕賵賱蹖賳 亘丕乇 賴爻鬲 讴賴 丿丕乇賲 丕蹖賳 讴鬲丕亘 乇賵 賲蹖 禺賵賳賲 賵 禺蹖賱蹖 丕夭 賳讴鬲賴 賴丕蹖 讴鬲丕亘 亘乇丕賲 噩丿蹖丿 亘賴 賳馗乇 賲蹖 乇爻蹖丿貙 丕丨鬲賲丕賱丕 丕蹖賳 賲賵囟賵毓 賳爻亘鬲 亘賴 賴賲賴 讴鬲丕亘 賴丕蹖蹖 讴賴 鬲丕 丨丕賱丕 禺賵賳丿賲 賴賲 氐丕丿賯 賴爻鬲.
乇丕爻鬲卮 賲賴賲 鬲乇蹖賳 丿賱蹖賱蹖 讴賴 丿賵亘丕乇賴 爻賲鬲 禺賵賳丿賳 丕蹖賳 讴鬲丕亘 乇賮鬲賲 丿蹖賵賵賳賴 亘丕夭蹖 賴丕蹖 噩丿蹖丿蹖 亘賵丿 讴賴 賲丿鬲 賴丕 匕賴賳賲 乇賵 丿乇诏蹖乇 禺賵丿卮賵賳 讴乇丿賴 亘賵丿 賵 賲蹖 禺賵丕爻鬲賲 蹖讴 亘丕乇 丿蹖诏賴 賮乇丌蹖賳丿 丕毓鬲亘丕乇爻賳噩蹖 乇賵 亘賴 氐賵乇鬲 丕氐賵賱蹖 蹖丕丿 亘诏蹖乇賲 鬲丕 丨丿丕賯賱 賯亘賱 丕夭 丕蹖賳讴賴 丿蹖賵賵賳賴 亘丕夭蹖 噩丿蹖丿蹖 乇賵 卮乇賵毓 讴賳賲貙 亘乇賲 亘蹖乇賵賳 賵 亘丕 賲禺丕胤亘蹖賳 丕賵賳丕 氐丨亘鬲 讴賳賲 賵 亘亘蹖賳賲 丕氐賱丕 亘丕蹖丿 賲賳 丕蹖賳 讴丕乇賴丕 乇賵 卮乇賵毓 讴賳賲 蹖丕 賳賴貙 丿賱蹖賱 丿蹖诏賴 丕卮 賴賲 丕蹖賳 亘賵丿 讴賴 鬲賵 倬蹖賳诏賵賳蹖賵 鬲氐賲蹖賲 诏乇賮鬲蹖賲 丕鬲賮丕賯丕鬲 噩丿蹖丿蹖 乇賵 乇賯賲 亘夭賳蹖賲 亘乇丕蹖 賴賲蹖賳 亘賴 丿賱丕蹖賱蹖 讴賴 亘毓丿丕 賲蹖 賮賴賲蹖丿 賲噩亘賵乇 亘賵丿賲 胤賵乇 賲鬲賮丕賵鬲蹖 丕蹖賳 亘丕乇 讴鬲丕亘 乇賵 亘禺賵賳賲貙 蹖賴 噩賵乇丕蹖蹖 亘丕 蹖讴 賳诏丕賴 噩丿蹖丿貙 賴賲蹖卮賴 蹖讴蹖 丕夭 丌乇夭賵賴丕蹖 賲卮鬲乇讴 賲賳 賵 丌乇卮 丿丕卮鬲賳 蹖讴 丕賳鬲卮丕乇丕鬲 亘賵丿 讴賴 鬲賵卮 亘鬲賵賳蹖賲 乇丕丨鬲 讴丕乇賴丕蹖 賴蹖噩丕賳 丕賳诏蹖夭蹖 亘讴賳蹖賲貙 亘賴 賱胤賮 禺丿丕 丿丕乇蹖賲 亘賴 爻賲鬲 丿賳蹖丕蹖 卮诏賮鬲 丕賳诏蹖夭蹖 丨乇讴鬲 賲蹖 讴賳蹖賲 讴賴 丕賲蹖丿賵丕乇賲 亘丕毓孬 禺賵卮丨丕賱蹖 賵 卮丕丿蹖 禺蹖賱蹖 賴丕 亘卮蹖賲.
讴鬲丕亘 鬲爻鬲 賲丕賲丕賳 爻丕賱 倬蹖卮 賲爻蹖乇 蹖讴蹖 丕夭 倬乇賵跇賴 賴丕蹖蹖 讴賴 亘賴 禺丕胤乇 丕卮鬲亘丕賴丕鬲 賲賳 亘賴 亘蹖 乇丕賴賴 乇賮鬲賴 亘賵丿 乇賵 鬲睾蹖蹖乇 丿丕丿 賵 蹖賴 噩賵乇丕蹖蹖 噩賱賵蹖 蹖讴蹖 丕夭 亘夭乇诏 鬲乇蹖賳 卮讴爻鬲 賴丕蹖 夭賳丿诏蹖賲 乇賵 鬲丕 丕賲乇賵夭 诏乇賮鬲賴 賵 丕夭 丕蹖賳 亘丕亘鬲 丕夭 讴鬲丕亘 賵 賳賵蹖爻賳丿賴 丕卮 乇丕亘 賮蹖鬲夭倬丕鬲乇蹖讴 鬲卮讴乇 賲蹖 讴賳賲貙 亘賴 賳馗乇 賲賳 讴鬲丕亘 禺賵亘 蹖毓賳蹖 讴鬲丕亘蹖 讴賴 賲孬賱 丕蹖賳 讴鬲丕亘 鬲丕孬蹖乇卮 乇賵 亘卮賴 禺蹖賱蹖 賲賱賲賵爻 鬲賵 夭賳丿诏蹖 丕丨爻丕爻 讴乇丿貙 丕诏乇 賯氐丿 丿丕乇蹖丿 讴爻亘 賵 讴丕乇蹖 乇丕賴 丕賳丿丕夭蹖 讴賳蹖丿 丨鬲賲丕 賵 丨鬲賲丕 賵 丨鬲賲丕 丕夭 丕毓鬲亘丕乇爻賳噩蹖 丕蹖丿賴 鬲賵賳 卮乇賵毓 讴賳蹖丿貙 亘丕夭 賴賲 鬲丕讴蹖丿 賲蹖 讴賳賲貙 丨鬲賲丕 丕夭 丕毓鬲亘丕乇 爻賳噩蹖 丕蹖丿賴 鬲賵賳 卮乇賵毓 讴賳蹖丿貙 丕蹖賳 讴鬲丕亘 賴賲 賲蹖 鬲賵賳賴 鬲賵 丕蹖賳 賲爻蹖乇 禺蹖賱蹖 亘賴鬲賵賳 讴賲讴 讴賳賴貙 鬲賵 亘賱丕诏 倬蹖賳诏賵賳蹖賵 丿乇 丌蹖賳丿賴 亘蹖卮鬲乇 丿乇亘丕乇賴 丕蹖賳 讴鬲丕亘 賵 丕毓鬲亘丕乇爻賳噩蹖 賵 鈥� 禺賵丕賴賲 賳賵卮鬲.
乇丕爻鬲卮 賲賴賲 鬲乇蹖賳 丿賱蹖賱蹖 讴賴 丿賵亘丕乇賴 爻賲鬲 禺賵賳丿賳 丕蹖賳 讴鬲丕亘 乇賮鬲賲 丿蹖賵賵賳賴 亘丕夭蹖 賴丕蹖 噩丿蹖丿蹖 亘賵丿 讴賴 賲丿鬲 賴丕 匕賴賳賲 乇賵 丿乇诏蹖乇 禺賵丿卮賵賳 讴乇丿賴 亘賵丿 賵 賲蹖 禺賵丕爻鬲賲 蹖讴 亘丕乇 丿蹖诏賴 賮乇丌蹖賳丿 丕毓鬲亘丕乇爻賳噩蹖 乇賵 亘賴 氐賵乇鬲 丕氐賵賱蹖 蹖丕丿 亘诏蹖乇賲 鬲丕 丨丿丕賯賱 賯亘賱 丕夭 丕蹖賳讴賴 丿蹖賵賵賳賴 亘丕夭蹖 噩丿蹖丿蹖 乇賵 卮乇賵毓 讴賳賲貙 亘乇賲 亘蹖乇賵賳 賵 亘丕 賲禺丕胤亘蹖賳 丕賵賳丕 氐丨亘鬲 讴賳賲 賵 亘亘蹖賳賲 丕氐賱丕 亘丕蹖丿 賲賳 丕蹖賳 讴丕乇賴丕 乇賵 卮乇賵毓 讴賳賲 蹖丕 賳賴貙 丿賱蹖賱 丿蹖诏賴 丕卮 賴賲 丕蹖賳 亘賵丿 讴賴 鬲賵 倬蹖賳诏賵賳蹖賵 鬲氐賲蹖賲 诏乇賮鬲蹖賲 丕鬲賮丕賯丕鬲 噩丿蹖丿蹖 乇賵 乇賯賲 亘夭賳蹖賲 亘乇丕蹖 賴賲蹖賳 亘賴 丿賱丕蹖賱蹖 讴賴 亘毓丿丕 賲蹖 賮賴賲蹖丿 賲噩亘賵乇 亘賵丿賲 胤賵乇 賲鬲賮丕賵鬲蹖 丕蹖賳 亘丕乇 讴鬲丕亘 乇賵 亘禺賵賳賲貙 蹖賴 噩賵乇丕蹖蹖 亘丕 蹖讴 賳诏丕賴 噩丿蹖丿貙 賴賲蹖卮賴 蹖讴蹖 丕夭 丌乇夭賵賴丕蹖 賲卮鬲乇讴 賲賳 賵 丌乇卮 丿丕卮鬲賳 蹖讴 丕賳鬲卮丕乇丕鬲 亘賵丿 讴賴 鬲賵卮 亘鬲賵賳蹖賲 乇丕丨鬲 讴丕乇賴丕蹖 賴蹖噩丕賳 丕賳诏蹖夭蹖 亘讴賳蹖賲貙 亘賴 賱胤賮 禺丿丕 丿丕乇蹖賲 亘賴 爻賲鬲 丿賳蹖丕蹖 卮诏賮鬲 丕賳诏蹖夭蹖 丨乇讴鬲 賲蹖 讴賳蹖賲 讴賴 丕賲蹖丿賵丕乇賲 亘丕毓孬 禺賵卮丨丕賱蹖 賵 卮丕丿蹖 禺蹖賱蹖 賴丕 亘卮蹖賲.
讴鬲丕亘 鬲爻鬲 賲丕賲丕賳 爻丕賱 倬蹖卮 賲爻蹖乇 蹖讴蹖 丕夭 倬乇賵跇賴 賴丕蹖蹖 讴賴 亘賴 禺丕胤乇 丕卮鬲亘丕賴丕鬲 賲賳 亘賴 亘蹖 乇丕賴賴 乇賮鬲賴 亘賵丿 乇賵 鬲睾蹖蹖乇 丿丕丿 賵 蹖賴 噩賵乇丕蹖蹖 噩賱賵蹖 蹖讴蹖 丕夭 亘夭乇诏 鬲乇蹖賳 卮讴爻鬲 賴丕蹖 夭賳丿诏蹖賲 乇賵 鬲丕 丕賲乇賵夭 诏乇賮鬲賴 賵 丕夭 丕蹖賳 亘丕亘鬲 丕夭 讴鬲丕亘 賵 賳賵蹖爻賳丿賴 丕卮 乇丕亘 賮蹖鬲夭倬丕鬲乇蹖讴 鬲卮讴乇 賲蹖 讴賳賲貙 亘賴 賳馗乇 賲賳 讴鬲丕亘 禺賵亘 蹖毓賳蹖 讴鬲丕亘蹖 讴賴 賲孬賱 丕蹖賳 讴鬲丕亘 鬲丕孬蹖乇卮 乇賵 亘卮賴 禺蹖賱蹖 賲賱賲賵爻 鬲賵 夭賳丿诏蹖 丕丨爻丕爻 讴乇丿貙 丕诏乇 賯氐丿 丿丕乇蹖丿 讴爻亘 賵 讴丕乇蹖 乇丕賴 丕賳丿丕夭蹖 讴賳蹖丿 丨鬲賲丕 賵 丨鬲賲丕 賵 丨鬲賲丕 丕夭 丕毓鬲亘丕乇爻賳噩蹖 丕蹖丿賴 鬲賵賳 卮乇賵毓 讴賳蹖丿貙 亘丕夭 賴賲 鬲丕讴蹖丿 賲蹖 讴賳賲貙 丨鬲賲丕 丕夭 丕毓鬲亘丕乇 爻賳噩蹖 丕蹖丿賴 鬲賵賳 卮乇賵毓 讴賳蹖丿貙 丕蹖賳 讴鬲丕亘 賴賲 賲蹖 鬲賵賳賴 鬲賵 丕蹖賳 賲爻蹖乇 禺蹖賱蹖 亘賴鬲賵賳 讴賲讴 讴賳賴貙 鬲賵 亘賱丕诏 倬蹖賳诏賵賳蹖賵 丿乇 丌蹖賳丿賴 亘蹖卮鬲乇 丿乇亘丕乇賴 丕蹖賳 讴鬲丕亘 賵 丕毓鬲亘丕乇爻賳噩蹖 賵 鈥� 禺賵丕賴賲 賳賵卮鬲.
September 21, 2018
丕蹖賳 讴鬲丕亘 亘賴 賲毓賳丕蹖 賵丕賯毓蹖 讴賱賲賴 蹖讴 讴鬲丕亘 毓賲賱蹖 (倬乇讴鬲蹖讴丕賱) 丕爻鬲. 蹖毓賳蹖 賴賲賴鈥屰� 丕囟丕賮丕鬲 賳馗乇蹖 賵 賲賯丿賲丕鬲 讴賱蹖 丕夭 丌賳 丨匕賮 卮丿賴 丕爻鬲 鬲丕 賴乇 趩蹖夭蹖 讴賴 丿乇 丌賳 賲蹖鈥屫堌з嗃屫� 亘賴 丿乇丿鬲丕賳 亘禺賵乇丿. 爻丕禺鬲丕乇 賲丨鬲賵丕 賵 噩賲毓鈥屫ㄙ嗀屸€屬囏� 賴賲 賲賳丕爻亘 賴賲蹖賳 賴丿賮 丕爻鬲.
丕夭 蹖讴 噩賳亘賴鈥屰� 丿蹖诏乇 丕蹖賳 讴鬲丕亘 亘賴 丿乇爻鬲蹖 賳賲賵賳賴鈥屰� 倬蹖丕丿賴鈥屫池ж槽� 乇賵卮蹖 丕爻鬲 讴賴 丿乇 卮賳丕禺鬲 賲卮鬲乇蹖 賲毓乇賮蹖 賲蹖鈥屭┵嗀�. 蹖毓賳蹖 賲丨鬲賵丕 乇丕 丿賯蹖賯丕 亘乇丕蹖 賲禺丕胤亘卮 (讴丕乇丌賮乇蹖賳丕賳 噩賵丕賳 賵 讴賲鈥屫必ㄙ�) 丌賲丕丿賴 賵 鬲丿賵蹖賳 讴乇丿賴 丕爻鬲.
鬲乇噩賲賴 賴賲 亘賴 丕蹖賳 賮囟丕 讴賲讴 讴乇丿賴 丕爻鬲. 丕诏乇趩賴 賲賳 丕賳鬲禺丕亘 夭亘丕賳 卮讴爻鬲賴 乇丕 賳賲蹖鈥屬矩迟嗀� 賵 賲毓鬲賯丿賲 賲蹖鈥屫簇� 亘丕 丕賳丿讴蹖 丕爻鬲丕丿蹖 丿乇 夭亘丕賳 賮丕乇爻蹖 賲鬲賳 倬丕讴蹖夭賴 賵 乇賵丕賳蹖 鬲丨賵蹖賱 禺賵丕賳賳丿賴 丿丕丿貙 賵賱蹖 亘賴 賴乇丨丕賱 趩蹖夭蹖 讴賴 丨丕賱丕 賲蹖亘蹖賳蹖賲 賴賲 亘丿 賵 丕夭 丨丿 亘賴 丿乇 卮丿賴 賳蹖爻鬲.
丕夭 蹖讴 噩賳亘賴鈥屰� 丿蹖诏乇 丕蹖賳 讴鬲丕亘 亘賴 丿乇爻鬲蹖 賳賲賵賳賴鈥屰� 倬蹖丕丿賴鈥屫池ж槽� 乇賵卮蹖 丕爻鬲 讴賴 丿乇 卮賳丕禺鬲 賲卮鬲乇蹖 賲毓乇賮蹖 賲蹖鈥屭┵嗀�. 蹖毓賳蹖 賲丨鬲賵丕 乇丕 丿賯蹖賯丕 亘乇丕蹖 賲禺丕胤亘卮 (讴丕乇丌賮乇蹖賳丕賳 噩賵丕賳 賵 讴賲鈥屫必ㄙ�) 丌賲丕丿賴 賵 鬲丿賵蹖賳 讴乇丿賴 丕爻鬲.
鬲乇噩賲賴 賴賲 亘賴 丕蹖賳 賮囟丕 讴賲讴 讴乇丿賴 丕爻鬲. 丕诏乇趩賴 賲賳 丕賳鬲禺丕亘 夭亘丕賳 卮讴爻鬲賴 乇丕 賳賲蹖鈥屬矩迟嗀� 賵 賲毓鬲賯丿賲 賲蹖鈥屫簇� 亘丕 丕賳丿讴蹖 丕爻鬲丕丿蹖 丿乇 夭亘丕賳 賮丕乇爻蹖 賲鬲賳 倬丕讴蹖夭賴 賵 乇賵丕賳蹖 鬲丨賵蹖賱 禺賵丕賳賳丿賴 丿丕丿貙 賵賱蹖 亘賴 賴乇丨丕賱 趩蹖夭蹖 讴賴 丨丕賱丕 賲蹖亘蹖賳蹖賲 賴賲 亘丿 賵 丕夭 丨丿 亘賴 丿乇 卮丿賴 賳蹖爻鬲.
June 27, 2018
讴鬲丕亘 禺賵亘蹖 亘賵丿 賵 匕賴賳賲 乇賵 丿乇 賲賵乇丿 賳丨賵賴 卮乇賵毓 丕爻鬲丕乇鬲丕倬 賲乇鬲亘 讴乇丿. 丕賲丕 鬲乇噩賲賴鈥屫ж� 賲鬲兀爻賮丕賳賴 倬乇 丕夭 睾賱胤鈥屬囏й� 鬲丕蹖倬蹖 亘賵丿.
September 5, 2022
讴鬲丕亘 鬲爻鬲 賲丕賲丕賳貙 讴鬲丕亘蹖 丿乇 賲賵乇丿 賲丿蹖乇蹖鬲 亘丕夭丕乇蹖丕亘蹖 賵 賲卮鬲乇蹖 賴爻鬲. 讴鬲丕亘 亘丕 丕蹖賳 賵丕賯毓蹖鬲 亘丕賲夭賴 卮乇賵毓 讴乇丿賴 讴賴 丕诏乇 丕蹖丿賴 丕爻鬲丕乇鬲丕倬鈥屫堎� 乇賵 亘乇丕蹖 賲丕丿乇鬲賵賳 亘诏蹖賳 氐丿 丿乇 氐丿 丕夭卮 鬲毓乇蹖賮 賲蹖 讴賳賴 讴賴 丿賱鬲賵賳 賳卮讴賳賴! 賴乇趩賳丿 賲賲讴賳賴 亘毓丿丕 丿賱鬲賵賳 蹖賴 噩丕蹖蹖 丿乇 丌蹖賳丿賴 讴賴 丕爻鬲丕乇鬲丕倬鈥屫堎� 卮讴爻鬲 禺賵乇丿 亘卮讴賳賴!
讴鬲丕亘 蹖讴 讴鬲丕亘 鬲讴賳蹖讴蹖 賴爻鬲 讴賴 亘乇 倬丕蹖賴 賲孬丕賱 賵 賳賲賵賳賴 倬蹖卮 乇賮鬲賴 賵 賴賲蹖賳 丕賲乇 亘丕毓孬 賲蹖 卮賴 賲亘丕丨孬 亘乇丕蹖 丌丿賲 噩丕 亘蹖賮鬲賴.
丕蹖賳 讴鬲丕亘 郾鄱郯 氐賮丨賴 丕蹖 讴賴 亘賴 賯賱賲 乇丕亘 賮蹖鬲夭倬丕鬲乇蹖讴 賳賵卮鬲賴 卮丿賴貙 鬲賵爻胤 鬲蹖賲 鬲乇噩賲賴 鄹鄣 賳賮乇賴鈥屰� 倬蹖賳诏賵賳蹖賵貙 鬲乇噩賲賴 卮丿賴 賵 丕诏乇趩賴 丿乇 乇爻丕賳丿賳 賲賮賴賵賲 讴丕賲賱丕 賲賵賮賯 亘賵丿賳貙 丕賲丕 丕蹖賳 毓夭蹖夭丕賳 诏賵蹖丕 毓賱蹖鈥屫必嘿� 丕蹖賳讴賴 夭亘丕賳 賲鬲賳鈥屬囏й� 睾蹖乇诏賮鬲诏賵蹖 賴乇 讴鬲丕亘蹖 亘丕蹖丿 賲毓蹖丕乇 亘丕卮賴貙 讴鬲丕亘 乇賵 爻乇丕爻乇 賲丨丕賵乇賴 鬲乇噩賲賴 讴乇丿賳丿 讴賴 乇賵蹖 丕毓氐丕亘 亘賵丿. 丕賲丕 亘賴 賴乇 丨丕賱 丿乇 亘蹖丕賳 賲賳馗賵乇 賲賵賮賯 亘賵丿賳丿.
丕蹖賳 讴鬲丕亘 乇亘胤 趩賳丿丕賳蹖 亘賴 賲賳 賵 卮睾賱 賲賳 賳丿丕卮鬲貙 丨丿丕賯賱 乇亘胤 賲爻鬲賯蹖賲. 賲賳 丕蹖賳 讴鬲丕亘 乇賵 讴賴 丕夭 讴鬲丕亘禺賵賳賴 卮乇讴鬲 亘乇丿丕卮鬲賴 亘賵丿賲 亘賴 毓賳賵丕賳 賵爻蹖賱賴鈥屫й� 亘乇丕蹖 禺丕賱蹖 讴乇丿賳 匕賴賳 丕夭 丿睾丿睾賴鈥屬囏й� 讴丕乇蹖 賲蹖鈥屫堎嗀� 賵 蹖毓賳蹖 亘丕 讴賲鬲乇蹖賳 鬲賱丕卮 亘乇丕蹖 鬲賲乇讴夭 賵 亘賴 禺丕胤乇 爻倬丕乇蹖貙 亘丕 丕蹖賳 賴賲賴 賳讴丕鬲 噩丕賱亘蹖 丿乇 賲賵乇丿 乇賵賳丿 賲匕丕讴乇賴 亘賴 賲賳 蹖丕丿 丿丕丿 讴賴 亘丕毓孬 賲蹖鈥屫簇� 丨爻 賳讴賳賲 禺賵丕賳卮 讴鬲丕亘貙 丨鬲蹖 亘乇丕蹖 蹖讴蹖 賲孬賱 賲賳貙 讴丕乇 亘蹖 賮丕蹖丿賴鈥屫й� 賴爻鬲.
讴鬲丕亘 蹖讴 讴鬲丕亘 鬲讴賳蹖讴蹖 賴爻鬲 讴賴 亘乇 倬丕蹖賴 賲孬丕賱 賵 賳賲賵賳賴 倬蹖卮 乇賮鬲賴 賵 賴賲蹖賳 丕賲乇 亘丕毓孬 賲蹖 卮賴 賲亘丕丨孬 亘乇丕蹖 丌丿賲 噩丕 亘蹖賮鬲賴.
丕蹖賳 讴鬲丕亘 郾鄱郯 氐賮丨賴 丕蹖 讴賴 亘賴 賯賱賲 乇丕亘 賮蹖鬲夭倬丕鬲乇蹖讴 賳賵卮鬲賴 卮丿賴貙 鬲賵爻胤 鬲蹖賲 鬲乇噩賲賴 鄹鄣 賳賮乇賴鈥屰� 倬蹖賳诏賵賳蹖賵貙 鬲乇噩賲賴 卮丿賴 賵 丕诏乇趩賴 丿乇 乇爻丕賳丿賳 賲賮賴賵賲 讴丕賲賱丕 賲賵賮賯 亘賵丿賳貙 丕賲丕 丕蹖賳 毓夭蹖夭丕賳 诏賵蹖丕 毓賱蹖鈥屫必嘿� 丕蹖賳讴賴 夭亘丕賳 賲鬲賳鈥屬囏й� 睾蹖乇诏賮鬲诏賵蹖 賴乇 讴鬲丕亘蹖 亘丕蹖丿 賲毓蹖丕乇 亘丕卮賴貙 讴鬲丕亘 乇賵 爻乇丕爻乇 賲丨丕賵乇賴 鬲乇噩賲賴 讴乇丿賳丿 讴賴 乇賵蹖 丕毓氐丕亘 亘賵丿. 丕賲丕 亘賴 賴乇 丨丕賱 丿乇 亘蹖丕賳 賲賳馗賵乇 賲賵賮賯 亘賵丿賳丿.
丕蹖賳 讴鬲丕亘 乇亘胤 趩賳丿丕賳蹖 亘賴 賲賳 賵 卮睾賱 賲賳 賳丿丕卮鬲貙 丨丿丕賯賱 乇亘胤 賲爻鬲賯蹖賲. 賲賳 丕蹖賳 讴鬲丕亘 乇賵 讴賴 丕夭 讴鬲丕亘禺賵賳賴 卮乇讴鬲 亘乇丿丕卮鬲賴 亘賵丿賲 亘賴 毓賳賵丕賳 賵爻蹖賱賴鈥屫й� 亘乇丕蹖 禺丕賱蹖 讴乇丿賳 匕賴賳 丕夭 丿睾丿睾賴鈥屬囏й� 讴丕乇蹖 賲蹖鈥屫堎嗀� 賵 蹖毓賳蹖 亘丕 讴賲鬲乇蹖賳 鬲賱丕卮 亘乇丕蹖 鬲賲乇讴夭 賵 亘賴 禺丕胤乇 爻倬丕乇蹖貙 亘丕 丕蹖賳 賴賲賴 賳讴丕鬲 噩丕賱亘蹖 丿乇 賲賵乇丿 乇賵賳丿 賲匕丕讴乇賴 亘賴 賲賳 蹖丕丿 丿丕丿 讴賴 亘丕毓孬 賲蹖鈥屫簇� 丨爻 賳讴賳賲 禺賵丕賳卮 讴鬲丕亘貙 丨鬲蹖 亘乇丕蹖 蹖讴蹖 賲孬賱 賲賳貙 讴丕乇 亘蹖 賮丕蹖丿賴鈥屫й� 賴爻鬲.
December 17, 2021
This is such a weird premise. I get that there are valuable lessons in this book, although you can get great information on customer interviewing in other resources that don't also reinforce gross messages about who is and is not an entrepreneur and the intelligence of women.
I'm a mom. I love my kids. They want to start businesses. I am gentle about my feedback because they are young children but even now I don't lead them to believe that a business selling plastic army soldiers out of our driveway is going to be successful. And I coach them so that they understand why it's not a winning value proposition. When they are grown-ass people and want to launch startups, I'm going to be encouraging but I'm not going to fluff up egos with drivel; that's counterproductive to their success.
This book assumes that moms a) are not the sharpest crayons in the toolshed, b) would prefer to avoid an uncomfortable conversation and instead guide their budding entrepreneur to invest in something that's high-risk at best and obviously horrible at worst, and c) that moms are not entrepreneurs themselves who would certainly not fall into this nonsense. Frankly, this is part of a deluge of messages that women get that entrepreneurship is not for them. It's not like women/moms have a monopoly on protecting feelings, either--that's part of the book's message! If you do customer interviews poorly, most interviewees' answers are influenced by a normal, human desire to be kind to someone showing passion about something.
Mr. Fitzpatrick, do a new edition. The Mom Test might seem like a catchy name and a cute short-hand, but it's just *lazy* and I hope you can do better.
I'm a mom. I love my kids. They want to start businesses. I am gentle about my feedback because they are young children but even now I don't lead them to believe that a business selling plastic army soldiers out of our driveway is going to be successful. And I coach them so that they understand why it's not a winning value proposition. When they are grown-ass people and want to launch startups, I'm going to be encouraging but I'm not going to fluff up egos with drivel; that's counterproductive to their success.
This book assumes that moms a) are not the sharpest crayons in the toolshed, b) would prefer to avoid an uncomfortable conversation and instead guide their budding entrepreneur to invest in something that's high-risk at best and obviously horrible at worst, and c) that moms are not entrepreneurs themselves who would certainly not fall into this nonsense. Frankly, this is part of a deluge of messages that women get that entrepreneurship is not for them. It's not like women/moms have a monopoly on protecting feelings, either--that's part of the book's message! If you do customer interviews poorly, most interviewees' answers are influenced by a normal, human desire to be kind to someone showing passion about something.
Mr. Fitzpatrick, do a new edition. The Mom Test might seem like a catchy name and a cute short-hand, but it's just *lazy* and I hope you can do better.
November 29, 2017
鬲爻鬲 賲丕賲丕賳!
趩胤賵乇 亘丕 賲卮鬲乇蹖 賴丕 氐丨亘鬲 讴賳蹖賲 賵 亘丕 賵噩賵丿 丿乇賵睾 賴丕蹖蹖 讴賴 丕夭 賴賲賴 賲蹖 卮賳賵蹖賲貙亘賮賴賲蹖賲 讴賴 丌蹖丕 丕蹖丿賴 蹖 讴爻亘 賵 讴丕乇賲賵賳 亘賴 丿乇丿 賲蹖 禺賵乇賴 蹖丕 賳賴責
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讴鬲丕亘 禺賵亘蹖賴 亘乇丕蹖 丕蹖賳讴賴 蹖丕丿 亘诏蹖乇蹖丿 鬲賵 丨賵夭賴 丕爻鬲丕乇鬲丌倬蹖 禺賵丿鬲賵賳 趩胤賵乇 亘丕 賲卮鬲乇蹖 賴丕 亘乇禺賵乇丿 讴賳蹖丿 賵 丕胤賱丕毓丕鬲 賲賮蹖丿蹖 丕夭蹖賳 诏賮鬲诏賵賴丕 亘丿爻鬲 亘蹖丕乇蹖丿. 讴鬲丕亘 乇賵 蹖賴 鬲丕噩乇 賲毓乇賵賮 讴賴 賮乇賵禺鬲賳 鬲賵蹖 禺賵賳卮 亘丕卮賴 賳賳賵卮鬲賴貙 亘賱讴賴 賳賵蹖爻賳丿賴 亘賴 賯賵賱 禺賵丿卮 蹖賴 丌丿賲 賮賳蹖 賵 丿乇賵賳诏乇丕爻鬲 讴賴 趩賳丿 鬲丕 丕爻鬲丕乇鬲丌倬 乇賵 亘賴 禺丕讴 爻蹖丕賴 賳卮賵賳丿賴 鬲丕 丕蹖賳 鬲噩乇亘蹖丕鬲 乇賵 亘丿爻鬲 丌賵乇丿賴! 丿乇 賳鬲蹖噩賴 讴鬲丕亘 倬乇 丕夭 鬲卅賵乇蹖 賵 賮乇賲賵賱丕蹖 倬蹖趩蹖丿賴 蹖 賮乇賵卮 賳蹖爻鬲 亘賱讴賴 讴丕賲賱丕 讴丕乇亘乇丿蹖 亘丕 賲孬丕賱 賴丕蹖 毓蹖賳蹖 噩賱锟斤拷 賲蹖乇賴. 賲鬲賳 賴賲 氐賲蹖賲蹖 賵 爻丕丿爻鬲 賵 丌禺乇 讴鬲丕亘 趩賳丿 氐賮丨賴 亘乇诏賴 鬲賯賱亘 亘乇丕鬲賵賳 诏匕丕卮鬲賴 讴賴 讴鬲丕亘 乇賵 鬲賵蹖 趩賳丿 氐賮丨賴 禺賱丕氐賴 讴乇丿賴 鬲丕 亘毓丿賴丕 賵賯鬲蹖 讴賴 禺賵丕爻鬲蹖丿 毓賲賱蹖 丕夭 讴鬲丕亘 丕爻鬲賮丕丿賴 讴賳蹖丿 乇丕丨鬲 亘丕卮蹖丿.丕诏乇 噩賵丕賳蹖 賴爻鬲蹖丿 讴賴 丿乇 丕賵賱 讴丕乇 賴爻鬲蹖丿 賵 賴蹖趩 鬲噩乇亘賴 賵 丕胤賱丕毓蹖 丕夭蹖賳 讴賴 趩胤賵乇 亘丕 賲卮鬲乇蹖 賴丕鬲賵賳 诏賮鬲诏賵 讴賳蹖丿 乇賵 賳丿丕乇蹖丿 丕蹖賳 讴鬲丕亘 賲蹖鬲賵賳賴 卮乇賵毓 禺賵亘蹖 亘丕卮賴 亘乇丕鬲賵賳.
丕蹖賳 讴鬲丕亘 乇賵 爻乇賵蹖爻 鬲乇噩賲賴 蹖 诏乇賵賴蹖 讴鬲丕亘 倬蹖賳诏賵賳蹖賵 鬲乇噩賲賴 讴乇丿賴 讴賴 亘丕 丕噩丕夭賴 蹖 賳丕卮乇卮 賳爻禺賴 丕賱讴鬲乇賵賳蹖讴蹖 讴鬲丕亘 乇賵 乇賵蹖 爻丕蹖鬲 禺賵丿卮賵賳 賴賲 诏匕丕卮鬲賳丿 賵 賲蹖鬲賵賳蹖丿 亘賴卮 丿爻鬲乇爻蹖 丿丕卮鬲賴 亘丕卮蹖丿.
趩胤賵乇 亘丕 賲卮鬲乇蹖 賴丕 氐丨亘鬲 讴賳蹖賲 賵 亘丕 賵噩賵丿 丿乇賵睾 賴丕蹖蹖 讴賴 丕夭 賴賲賴 賲蹖 卮賳賵蹖賲貙亘賮賴賲蹖賲 讴賴 丌蹖丕 丕蹖丿賴 蹖 讴爻亘 賵 讴丕乇賲賵賳 亘賴 丿乇丿 賲蹖 禺賵乇賴 蹖丕 賳賴責
.
讴鬲丕亘 禺賵亘蹖賴 亘乇丕蹖 丕蹖賳讴賴 蹖丕丿 亘诏蹖乇蹖丿 鬲賵 丨賵夭賴 丕爻鬲丕乇鬲丌倬蹖 禺賵丿鬲賵賳 趩胤賵乇 亘丕 賲卮鬲乇蹖 賴丕 亘乇禺賵乇丿 讴賳蹖丿 賵 丕胤賱丕毓丕鬲 賲賮蹖丿蹖 丕夭蹖賳 诏賮鬲诏賵賴丕 亘丿爻鬲 亘蹖丕乇蹖丿. 讴鬲丕亘 乇賵 蹖賴 鬲丕噩乇 賲毓乇賵賮 讴賴 賮乇賵禺鬲賳 鬲賵蹖 禺賵賳卮 亘丕卮賴 賳賳賵卮鬲賴貙 亘賱讴賴 賳賵蹖爻賳丿賴 亘賴 賯賵賱 禺賵丿卮 蹖賴 丌丿賲 賮賳蹖 賵 丿乇賵賳诏乇丕爻鬲 讴賴 趩賳丿 鬲丕 丕爻鬲丕乇鬲丌倬 乇賵 亘賴 禺丕讴 爻蹖丕賴 賳卮賵賳丿賴 鬲丕 丕蹖賳 鬲噩乇亘蹖丕鬲 乇賵 亘丿爻鬲 丌賵乇丿賴! 丿乇 賳鬲蹖噩賴 讴鬲丕亘 倬乇 丕夭 鬲卅賵乇蹖 賵 賮乇賲賵賱丕蹖 倬蹖趩蹖丿賴 蹖 賮乇賵卮 賳蹖爻鬲 亘賱讴賴 讴丕賲賱丕 讴丕乇亘乇丿蹖 亘丕 賲孬丕賱 賴丕蹖 毓蹖賳蹖 噩賱锟斤拷 賲蹖乇賴. 賲鬲賳 賴賲 氐賲蹖賲蹖 賵 爻丕丿爻鬲 賵 丌禺乇 讴鬲丕亘 趩賳丿 氐賮丨賴 亘乇诏賴 鬲賯賱亘 亘乇丕鬲賵賳 诏匕丕卮鬲賴 讴賴 讴鬲丕亘 乇賵 鬲賵蹖 趩賳丿 氐賮丨賴 禺賱丕氐賴 讴乇丿賴 鬲丕 亘毓丿賴丕 賵賯鬲蹖 讴賴 禺賵丕爻鬲蹖丿 毓賲賱蹖 丕夭 讴鬲丕亘 丕爻鬲賮丕丿賴 讴賳蹖丿 乇丕丨鬲 亘丕卮蹖丿.丕诏乇 噩賵丕賳蹖 賴爻鬲蹖丿 讴賴 丿乇 丕賵賱 讴丕乇 賴爻鬲蹖丿 賵 賴蹖趩 鬲噩乇亘賴 賵 丕胤賱丕毓蹖 丕夭蹖賳 讴賴 趩胤賵乇 亘丕 賲卮鬲乇蹖 賴丕鬲賵賳 诏賮鬲诏賵 讴賳蹖丿 乇賵 賳丿丕乇蹖丿 丕蹖賳 讴鬲丕亘 賲蹖鬲賵賳賴 卮乇賵毓 禺賵亘蹖 亘丕卮賴 亘乇丕鬲賵賳.
丕蹖賳 讴鬲丕亘 乇賵 爻乇賵蹖爻 鬲乇噩賲賴 蹖 诏乇賵賴蹖 讴鬲丕亘 倬蹖賳诏賵賳蹖賵 鬲乇噩賲賴 讴乇丿賴 讴賴 亘丕 丕噩丕夭賴 蹖 賳丕卮乇卮 賳爻禺賴 丕賱讴鬲乇賵賳蹖讴蹖 讴鬲丕亘 乇賵 乇賵蹖 爻丕蹖鬲 禺賵丿卮賵賳 賴賲 诏匕丕卮鬲賳丿 賵 賲蹖鬲賵賳蹖丿 亘賴卮 丿爻鬲乇爻蹖 丿丕卮鬲賴 亘丕卮蹖丿.
July 3, 2024
**NOTE 1:**
When talking to customers, follow the following:
- Talk about their life instead of your idea
- Ask about specifics in the past instead of generics or opinions about the future (For eg: What was the last time you used ipad for)
- Talk less and listen more
This is called the **Mom Test**
**Customer Interaction Insight :**
鈥淧eople will lie to you if they think it鈥檚 what you want to hear.鈥� -
鈥淵ou're shooting blind until you understand their goals.鈥�
鈥淪ome problems don鈥檛 actually matter鈥� - Understand the implications of the issue
鈥淲atching someone do a task will show you where the problems really are, not where the customer thinks they are鈥�
鈥淚f the customers haven't looked for ways of solving the problem already, they're not going to look for your product/solution鈥�
鈥淲hile it鈥檚 rare for users to tell us exactly what they鈥檒l pay to us, but they鈥檒l often show us what it鈥檚 worth to them鈥�
鈥淧eople want to help you, but will rarely do so unless you give them an excuse to do so鈥�
**NOTE 2:**
When talking to customers, follow the following:
- Don鈥檛 abdicate your creative vision and build your product by committee
- Deciding what to build is your job
- You aren鈥檛 allowed to tell the users what their problem is, and in return, users aren鈥檛 allowed to tell you what to build. They own the problem, you own the solution
**NOTE 3:**
- Compliments from Users/Customers is shiny, distracting, and entirely worthless data
- The best way to escape the misinformation of compliments is to avoid them completely by not mentioning your idea
**NOTE 4:**
**Types of Fluff given by Users:**
- Generic claims (鈥淚 usually鈥�, "I always", "I never")
- Future-tense promises (鈥淚 would鈥�, "I will")
- Hypothetical maybes ("I might", "I could")
When User uses any of these fluff, bring them to specifics in the past, bring out the last time they faced such problem
Fluff Inducing Questions are:, Data obtained from these questions are worthless:
- Do you ever鈥�
- Would you ever鈥�
- What do you usually鈥�
- Do you think you鈥�
- Might you..
- Could you see yourself鈥�
To avoid Fluff, follow the following:
- Talk about what actually happened instead of what 鈥渦sually鈥� happens
- Get more specific
- If someone鈥檚 being flaky, put them to a decision. If they don鈥檛 care enough to try solving their problem already, they aren鈥檛 going to care about your solution
- Reject people鈥檚 generic claims, incidental complaints, and fluffy promises. Instead, anchor them toward the life they already lead and the actions they鈥檙e already taking
**NOTE 5:**
**Feature Requests : A Study 鈫�**
鈥� Ideas and feature requests should be understood, but not obeyed鈥�
When you get a feature request, dig more to understand the motivations behind the request by using the following Qsns:
When User answers your questions, to dip deeper into their emotional signals, try the following:
- Tell me more about that
- That seems to really bug you 鈥� I bet there鈥檚 a story here
- What makes it so awful?
- Why haven鈥檛 you been able to fix this already?
- You seem pretty excited about that 鈥� it鈥檚 a big deal?
- Why so happy?
- Go on
- Why do you want that?
- What would that let you do?
- How are you coping without it?
- Do you think we should push back the launch add that feature, or is it something we could add later i.e. (Good to have or Must Have)
- How would that fit into your day?
**NOTE 6:**
Never pitch your idea
- If you go into pitch mode, you would eventually be saying this to the Users
- No no, I don鈥檛 think you get it...
- Yes, but it also does this
- If they say they really want to hear about what you鈥檙e working on, promise that you鈥檒l tell them at the end of the meeting or loop them in for an early demo, and that you just want to talk a bit more about their stuff before biasing them with your idea
- The focus should always be to understand more from the User, their problem, their day to day, how they solve for it now
- Talk Less, Listen More
**Note 7:**
Type of Questions:
- Every time you talk to someone, you should be asking a question which has the potential to completely destroy your currently imagined business
- You should be terrified of at least one of the questions you鈥檙e asking in every conversation
- You鈥檙e searching for the truth, not trying to be right. And you want to do it as quickly and cheaply as possible
- The worst thing you can do is ignore the bad news while searching for some tiny grain of validation to celebrate
- Responses like, 鈥淯mm, I鈥檓 not so sure about that鈥� or 鈥渢hat seems okay鈥� are what you are looking for. These responses will help you uncover the truth, the real problems
**Note 8:**
Zoom out before going deep, Look at the Elephant:
- When you fall into a premature zoom, you can waste a ton of time figuring out the insignificant details of a trivial problem
- Even if you learn everything there is to know about that particular problem, you still haven鈥檛 got a business
- Understand if you have :
- Product Risk or
- Can I build it? Can I grow it? Will they keep using it?鈥�
- Market Risk
- Do they want it? Will they pay? Are there enough of them?鈥�
- If the customers gives you answer that if you can help me do that then I would definitely use ur product means its entirely Product Risk
- If you can build the product, then customers will definitely use it but can you build the product
- Customer Conversations will not help you much if you have Product Risk, it will only help if you have Market Risk
**Note 9:**
Always be ready with 3 Big Questions:
- You may not always have that dream customer conversation
- So, always be ready with your 3 big Questions
- You may meet your customer any time and you can use ur 3 qsns to have a unplanned conversation
- And, we would see that these short casual conversations give better insights that long formal meetings
**Note 10:**
Causal Chat over Formal meetings
- Short casual conversations give better insights than long formal meetings
- If it feels like they鈥檙e doing you a favour by talking to you, it鈥檚 probably too formal
**Note 11:**
Using Mom test in B2B Sales
- If you don鈥檛 know what happens next after a product or sales meeting, the meeting was pointless
**Note 12:**
**Currencies of conversation**
A compliment costs them nothing, so it鈥檚 worth nothing and carries no data
The major currencies are time, reputation risk, and cash
Time Commitment
- 鈥淐lear next meeting with known goals
- Sitting down to give feedback on wireframes
- Using a trial themselves for a non-trivial period
Reputation risk commitments :
- Intro to peers or team
- Intro to a decision maker (boss, spouse, lawyer)
- Giving a public testimonial or case study
Financial commitments are easier to imagine :
- Letter of intent
- Pre-order
- Deposit
**It鈥檚 not a real lead until you鈥檝e given them a concrete chance to reject you**
**Note 13:**
How to reach your customer:
- The only thing people love talking about more than themselves is their problems
- By taking an interest in the problems and minutia of their day, you鈥檙e already being more interesting than 99% of the people they鈥檝e ever met
- Literally the most unfair trick I know for rapid customer learning
- Want to figure out the problems HR professionals have? Organise an event called 鈥淗R professionals happy hour.
- People will assume you鈥檙e credible just because you happen to be the person who sent the invite emails or introduced the speaker.
- You'll have an easy time chatting to them about their problems
- You can find anyone you need if you ask for it a couple times
**Note 14:**
Cold Email to reach out to customer:
**Vision / Framing / Weakness / Pedestal / Ask**
**Example 1:**
鈥淗ey Pete,
- I'm trying to make desk & office rental less of a pain for new businesses (vision).
- We're just starting out and don't have anything to sell, but want to make sure we're building something that actually helps (framing).听鈥�
- 鈥淚've only ever come at it from the tenant's side and I'm having a hard time understanding how it all works from the landlord's perspective (weakness).
- You've been renting out desks for a while and could really help me cut through the fog (pedestal).
- Do you have time in the next couple weeks to meet up for a chat? (ask)鈥�
**Example 2:**
- 鈥淗ey Scott, I run a startup trying to make advertising more playful and ultimately effective (vision).
- We're having a load of trouble figuring out how all the pieces of the industry fit together and where we can best fit into it (weakness).
- You know more about this industry than anyone and could really save us from a ton of mistakes (pedestal).
- We're funded and have a couple products out already, but this is in no way a sales meeting -- we're just moving into a new area and could really use some of your expertise (framing).
- Can you spare a bit of time in the next week to help point us in the right direction over a coffee? (ask)鈥�
**Note 15:**
Making a so-so product for a bunch of audiences isn鈥檛 quite the same as making an incredible product for one
- Keep having customer conversations until you stop hearing new stuff
- If you aren鈥檛 finding consistent problems and goals basis your customer interactions, you don鈥檛 yet have a specific enough customer segment
- Some teams instead of having 20 conversations with their customers will have one conversation each with 20 different types of customers
**Note 16:**
The drilling down into ever more specific groups is called Customer Slicing,
**鈥淚f you don鈥檛 know where to go to find your customers, keep slicing your segment into smaller pieces until you do鈥�**
how to identify this group:
Start with a broad segment and ask:
- Within this group, which type of this person would want it most?
- Would everyone within this group buy/use it, or only some of them?
- Why do they want it? (e.g. What is their problem or goal)
- Does everyone in the group have that motivation or only some of them?
- What additional motivations are there?
- Which other types of people have these motivations?鈥�
Now, once a sub-group is identified, ask thses qsns to drill down further:
- What are these people already doing to achieve their goal or survive their problem?
- Where can we find our demographic groups?
- Where can we find people doing the above workaround behaviours?鈥�
Once identified, start with based on who seems most:
1. Profitable
2. Easy to reach
3. Rewarding for us to build a business around
If you haven鈥檛 been able to figure out how to find your customer, it means you need keep slicing your customer segment for the correct customer
NOTE 17:
2 Awsm Questions to unearth Product Risks:
1. If this company/product fails, what is most likely to have killed it?
2. What would have to be true for this to be a huge success?
**NOTE 18:**
User Interview Process to follow:
- Major decision makers should make it to atleast few User Interviews
- Always go with a structured thought & atleast a skleton about what you think that person may talk about
- Be ready with your 3 big qsns
- Always do a post-interview reveiw on how you can improve
- Also, create notes of the same so that key insights doesn鈥檛 get decimated
- **If you don鈥檛 know what you鈥檙e trying to learn, you shouldn鈥檛 bother having the conversation**
When talking to customers, follow the following:
- Talk about their life instead of your idea
- Ask about specifics in the past instead of generics or opinions about the future (For eg: What was the last time you used ipad for)
- Talk less and listen more
This is called the **Mom Test**
**Customer Interaction Insight :**
鈥淧eople will lie to you if they think it鈥檚 what you want to hear.鈥� -
鈥淵ou're shooting blind until you understand their goals.鈥�
鈥淪ome problems don鈥檛 actually matter鈥� - Understand the implications of the issue
鈥淲atching someone do a task will show you where the problems really are, not where the customer thinks they are鈥�
鈥淚f the customers haven't looked for ways of solving the problem already, they're not going to look for your product/solution鈥�
鈥淲hile it鈥檚 rare for users to tell us exactly what they鈥檒l pay to us, but they鈥檒l often show us what it鈥檚 worth to them鈥�
鈥淧eople want to help you, but will rarely do so unless you give them an excuse to do so鈥�
**NOTE 2:**
When talking to customers, follow the following:
- Don鈥檛 abdicate your creative vision and build your product by committee
- Deciding what to build is your job
- You aren鈥檛 allowed to tell the users what their problem is, and in return, users aren鈥檛 allowed to tell you what to build. They own the problem, you own the solution
**NOTE 3:**
- Compliments from Users/Customers is shiny, distracting, and entirely worthless data
- The best way to escape the misinformation of compliments is to avoid them completely by not mentioning your idea
**NOTE 4:**
**Types of Fluff given by Users:**
- Generic claims (鈥淚 usually鈥�, "I always", "I never")
- Future-tense promises (鈥淚 would鈥�, "I will")
- Hypothetical maybes ("I might", "I could")
When User uses any of these fluff, bring them to specifics in the past, bring out the last time they faced such problem
Fluff Inducing Questions are:, Data obtained from these questions are worthless:
- Do you ever鈥�
- Would you ever鈥�
- What do you usually鈥�
- Do you think you鈥�
- Might you..
- Could you see yourself鈥�
To avoid Fluff, follow the following:
- Talk about what actually happened instead of what 鈥渦sually鈥� happens
- Get more specific
- If someone鈥檚 being flaky, put them to a decision. If they don鈥檛 care enough to try solving their problem already, they aren鈥檛 going to care about your solution
- Reject people鈥檚 generic claims, incidental complaints, and fluffy promises. Instead, anchor them toward the life they already lead and the actions they鈥檙e already taking
**NOTE 5:**
**Feature Requests : A Study 鈫�**
鈥� Ideas and feature requests should be understood, but not obeyed鈥�
When you get a feature request, dig more to understand the motivations behind the request by using the following Qsns:
When User answers your questions, to dip deeper into their emotional signals, try the following:
- Tell me more about that
- That seems to really bug you 鈥� I bet there鈥檚 a story here
- What makes it so awful?
- Why haven鈥檛 you been able to fix this already?
- You seem pretty excited about that 鈥� it鈥檚 a big deal?
- Why so happy?
- Go on
- Why do you want that?
- What would that let you do?
- How are you coping without it?
- Do you think we should push back the launch add that feature, or is it something we could add later i.e. (Good to have or Must Have)
- How would that fit into your day?
**NOTE 6:**
Never pitch your idea
- If you go into pitch mode, you would eventually be saying this to the Users
- No no, I don鈥檛 think you get it...
- Yes, but it also does this
- If they say they really want to hear about what you鈥檙e working on, promise that you鈥檒l tell them at the end of the meeting or loop them in for an early demo, and that you just want to talk a bit more about their stuff before biasing them with your idea
- The focus should always be to understand more from the User, their problem, their day to day, how they solve for it now
- Talk Less, Listen More
**Note 7:**
Type of Questions:
- Every time you talk to someone, you should be asking a question which has the potential to completely destroy your currently imagined business
- You should be terrified of at least one of the questions you鈥檙e asking in every conversation
- You鈥檙e searching for the truth, not trying to be right. And you want to do it as quickly and cheaply as possible
- The worst thing you can do is ignore the bad news while searching for some tiny grain of validation to celebrate
- Responses like, 鈥淯mm, I鈥檓 not so sure about that鈥� or 鈥渢hat seems okay鈥� are what you are looking for. These responses will help you uncover the truth, the real problems
**Note 8:**
Zoom out before going deep, Look at the Elephant:
- When you fall into a premature zoom, you can waste a ton of time figuring out the insignificant details of a trivial problem
- Even if you learn everything there is to know about that particular problem, you still haven鈥檛 got a business
- Understand if you have :
- Product Risk or
- Can I build it? Can I grow it? Will they keep using it?鈥�
- Market Risk
- Do they want it? Will they pay? Are there enough of them?鈥�
- If the customers gives you answer that if you can help me do that then I would definitely use ur product means its entirely Product Risk
- If you can build the product, then customers will definitely use it but can you build the product
- Customer Conversations will not help you much if you have Product Risk, it will only help if you have Market Risk
**Note 9:**
Always be ready with 3 Big Questions:
- You may not always have that dream customer conversation
- So, always be ready with your 3 big Questions
- You may meet your customer any time and you can use ur 3 qsns to have a unplanned conversation
- And, we would see that these short casual conversations give better insights that long formal meetings
**Note 10:**
Causal Chat over Formal meetings
- Short casual conversations give better insights than long formal meetings
- If it feels like they鈥檙e doing you a favour by talking to you, it鈥檚 probably too formal
**Note 11:**
Using Mom test in B2B Sales
- If you don鈥檛 know what happens next after a product or sales meeting, the meeting was pointless
**Note 12:**
**Currencies of conversation**
A compliment costs them nothing, so it鈥檚 worth nothing and carries no data
The major currencies are time, reputation risk, and cash
Time Commitment
- 鈥淐lear next meeting with known goals
- Sitting down to give feedback on wireframes
- Using a trial themselves for a non-trivial period
Reputation risk commitments :
- Intro to peers or team
- Intro to a decision maker (boss, spouse, lawyer)
- Giving a public testimonial or case study
Financial commitments are easier to imagine :
- Letter of intent
- Pre-order
- Deposit
**It鈥檚 not a real lead until you鈥檝e given them a concrete chance to reject you**
**Note 13:**
How to reach your customer:
- The only thing people love talking about more than themselves is their problems
- By taking an interest in the problems and minutia of their day, you鈥檙e already being more interesting than 99% of the people they鈥檝e ever met
- Literally the most unfair trick I know for rapid customer learning
- Want to figure out the problems HR professionals have? Organise an event called 鈥淗R professionals happy hour.
- People will assume you鈥檙e credible just because you happen to be the person who sent the invite emails or introduced the speaker.
- You'll have an easy time chatting to them about their problems
- You can find anyone you need if you ask for it a couple times
**Note 14:**
Cold Email to reach out to customer:
**Vision / Framing / Weakness / Pedestal / Ask**
**Example 1:**
鈥淗ey Pete,
- I'm trying to make desk & office rental less of a pain for new businesses (vision).
- We're just starting out and don't have anything to sell, but want to make sure we're building something that actually helps (framing).听鈥�
- 鈥淚've only ever come at it from the tenant's side and I'm having a hard time understanding how it all works from the landlord's perspective (weakness).
- You've been renting out desks for a while and could really help me cut through the fog (pedestal).
- Do you have time in the next couple weeks to meet up for a chat? (ask)鈥�
**Example 2:**
- 鈥淗ey Scott, I run a startup trying to make advertising more playful and ultimately effective (vision).
- We're having a load of trouble figuring out how all the pieces of the industry fit together and where we can best fit into it (weakness).
- You know more about this industry than anyone and could really save us from a ton of mistakes (pedestal).
- We're funded and have a couple products out already, but this is in no way a sales meeting -- we're just moving into a new area and could really use some of your expertise (framing).
- Can you spare a bit of time in the next week to help point us in the right direction over a coffee? (ask)鈥�
**Note 15:**
Making a so-so product for a bunch of audiences isn鈥檛 quite the same as making an incredible product for one
- Keep having customer conversations until you stop hearing new stuff
- If you aren鈥檛 finding consistent problems and goals basis your customer interactions, you don鈥檛 yet have a specific enough customer segment
- Some teams instead of having 20 conversations with their customers will have one conversation each with 20 different types of customers
**Note 16:**
The drilling down into ever more specific groups is called Customer Slicing,
**鈥淚f you don鈥檛 know where to go to find your customers, keep slicing your segment into smaller pieces until you do鈥�**
how to identify this group:
Start with a broad segment and ask:
- Within this group, which type of this person would want it most?
- Would everyone within this group buy/use it, or only some of them?
- Why do they want it? (e.g. What is their problem or goal)
- Does everyone in the group have that motivation or only some of them?
- What additional motivations are there?
- Which other types of people have these motivations?鈥�
Now, once a sub-group is identified, ask thses qsns to drill down further:
- What are these people already doing to achieve their goal or survive their problem?
- Where can we find our demographic groups?
- Where can we find people doing the above workaround behaviours?鈥�
Once identified, start with based on who seems most:
1. Profitable
2. Easy to reach
3. Rewarding for us to build a business around
If you haven鈥檛 been able to figure out how to find your customer, it means you need keep slicing your customer segment for the correct customer
NOTE 17:
2 Awsm Questions to unearth Product Risks:
1. If this company/product fails, what is most likely to have killed it?
2. What would have to be true for this to be a huge success?
**NOTE 18:**
User Interview Process to follow:
- Major decision makers should make it to atleast few User Interviews
- Always go with a structured thought & atleast a skleton about what you think that person may talk about
- Be ready with your 3 big qsns
- Always do a post-interview reveiw on how you can improve
- Also, create notes of the same so that key insights doesn鈥檛 get decimated
- **If you don鈥檛 know what you鈥檙e trying to learn, you shouldn鈥檛 bother having the conversation**
June 14, 2019
It is so easy to fool ourselves thinking we are customer-oriented, customer-first approach, blah blah. But most of us are not. This is simple, practical and the best guide for talking to customers. It is very short and very actionable. Anyone building products, talking to customers, part of a startup or want to startup should read this.
June 2, 2018
袣邪泻 蟹邪写邪褌褜 锌褉邪胁懈谢褜薪褘械 胁芯锌褉芯褋褘 懈 薪械 芯斜屑邪薪褘胁邪褌褜 褋械斜褟 芯褌胁械褌邪屑懈!!! 袛谢褟 斜懈蟹薪械褋邪, 褋褌邪褉褌邪锌芯胁 懈 胁褋械屑 泻褌芯 褏芯褔械褌 蟹薪邪褌褜 锌褉邪胁写褍 懈 薪械 褌械褉褟褌褜 胁褉械屑褟 褋 写械薪褜谐邪屑懈!
袝褋谢懈 谐芯胁芯褉褟褌 胁邪屑 泻芯屑锌谢懈屑械薪褌褘 芯 泻谢邪褋褋薪芯屑 锌褉芯械泻褌械, 褝褌芯 谢芯卸褜...
袝褋谢懈 谐芯胁芯褉褟褌 胁邪屑 泻芯屑锌谢懈屑械薪褌褘 芯 泻谢邪褋褋薪芯屑 锌褉芯械泻褌械, 褝褌芯 谢芯卸褜...
March 24, 2021
A short, clear and very practical handbook on how to talk to customers and people in general.
It's when you need to cut through the niceness/bullshit and get things done.
It'll be useful for anyone who meets people on a regular basis, especially in the post-covid online era.
It's when you need to cut through the niceness/bullshit and get things done.
It'll be useful for anyone who meets people on a regular basis, especially in the post-covid online era.
February 18, 2022
I won't write a review for this book. I am just gonna say that this book is worth re-reading and relistening again and again. And there aren't that many books which are worth doing so. So just please, don't do a start-up, before you spend 4 hours listening to this book. Golden nuggets.
November 26, 2020
This is going into the list of must-read books I am going to suggest to the product folks.
March 2, 2021
The 鈥淢om Test鈥� is an intelligent book for any student of Steve Blank and his 鈥淐ustomer Development鈥� model: validating hypotheses to launch a startup by exploring the existence of customers and of a market, of course. But how do you concretely approach this delicate phase when you are not a specialist?
Author Rob Fitzpatrick says he has faced this situation multiple times and gives excellent advice including how to conduct initial interviews and learn relevant information from them. This is, I believe, the main and rather rare quality of this book. An absolute must-read when you feel helpless on the subject and even more if you do not think you need advice!
This is a small 122-page book that I really recommend reading. Here are some extracts that I hope will convince you
Every question we ask carries the very real possibility of biasing the person we鈥檙e talking to and rendering the whole exercise pointless. (Page 3)
And I add a strong statement from Steve Blank: Talking to customers is hard.
The measure of usefulness of an early customer conversation is whether it gives us concrete facts about our customers鈥� lives and world views. (Page 12)
The Mom Test:
1. Talk about their life instead of your idea
2. Ask about specifics in the past instead of generics or opinions about the future
3. Talk less and listen more. (Page 13)
Blank talks about 鈥渁 day in the life of your customer鈥�. You need to understand the actions and the interactions, who does, who decides, who pays.
Here is a list, according of the author, of good and bad questions:
鈥淒o you think it鈥檚 a good idea?鈥�
鈥淲ould you buy a product which did X?鈥�
鈥淗ow much would you pay for X?鈥�
鈥淲hat would your dream product do?鈥�
鈥淲hy do you bother?鈥�
鈥淲hat are the implications of that?鈥�
鈥淭alk me through the last time that happened.鈥�
鈥淭alk me through your workflow.鈥�
鈥淲hat else have you tried?鈥�
鈥淲ould you pay X for a product which did Y?鈥�
鈥淗ow are you dealing with it now?鈥�
鈥淲here does the money come from?鈥�
鈥淲ho else should I talk to?鈥�
鈥淚s there anything else I should have asked?鈥�
at page 15 and he lets you think about what is bad and good before giving his views.
What you should have in mind is given page 22: 鈥淭hey own the problem, you own the solution.鈥� And this is so true as Henry Ford or Steve Jobs mentioned, customers do not know what they want!
So (page 49), when interviewing, 鈥淪tart broad and don鈥檛 zoom in until you鈥檝e found a strong signal, both with your whole business and with every conversation.鈥�
How to begin?
In his original book on Customer Development, 4 Steps to the Epiphany, Steve Blank solves this by recommending 3 separate meetings:
the first about the customer and their problem;
the second about your solution;
and the third to sell a product.
By splitting the meetings, you avoid the premature zoom and biasing them with your ideas. In practice, however, I鈥檝e found it both difficult and inefficient to set them up. The time cost of a 1-hour meeting is more like 4 hours once you factor in the calendar dance, commuting, and reviewing.
If the solution isn鈥檛 a 3-meeting series, then what is it? You may have noticed a trend throughout the conversation examples we鈥檝e seen so far: keeping it casual. (Page 56)
Rule of thumb: Learning about a customer and their problems works better as a quick and casual chat than a long, formal meeting.
Advancement
Then you need to deliver (page 62): 鈥淲hen you fail to push for advancement, you end up with zombie leads: potential customers (or investors) who keep taking meetings with you and saying nice things, but who never seem to cut a check.鈥�
Rule of thumb: 鈥淐ustomers鈥� who keep being friendly but aren鈥檛 ever going to buy are a particularly dangerous source of mixed signals.
Ideally you should find a champion as an early customer. Page 73: 鈥淪teve Blank calls them earlyvangelists (early evangelists). In the enterprise software world, they are the people who:
鈥� Have the problem
鈥� Know they have the problem
鈥� Have the budget to solve the problem
鈥� Have already cobbled together their own makeshift solution鈥�
Of course to ask questions, you must organize conversations. This is what chapter 6 is about鈥�
A short extract: 鈥淭he framing format I like has 5 key elements.
1. You鈥檙e an entrepreneur trying to solve horrible problem X, usher in
wonderful vision Y, or fix stagnant industry Z. Don鈥檛 mention your idea.
2. Frame expectations by mentioning what stage you鈥檙e at and, if it鈥檚 true,
that you don鈥檛 have anything to sell.
3. Show weakness and give them a chance to help by mentioning your
specific problem that you鈥檙e looking for answers on. This will also
clarify that you鈥檙e not a time waster.
4. Put them on a pedestal by showing how much they, in particular, can
help.
5. Ask for help.鈥�
Rule of thumb: Keep having conversations until you stop hearing new stuff.
And then you will need to focus by doing customer segmentation and slicing. This is chapter 7.
Rule of thumb: Good customer segments are a who-where pair. If you don鈥檛 know where to go to find your customers, keep slicing your segment into smaller pieces until you do.
Process
Avoid creating (or being) the bottleneck. To do that, the customer and learning has to be shared with the entire founding team, promptly and faithfully. That relies on good notes plus a bit of pre- and post-meeting work.
Everyone on the team who is making big decisions (including tech decisions) needs to go to at least some of the meetings.
The tech guys don鈥檛 need to go to most of the meetings, but you鈥檒l all learn a ton from hearing customer reactions first-hand occasionally. You鈥檒l also be able to help each other catch and fix your conversation mistakes and biases. (Page 99)
What is the number of people that should face customers? 2 is ideal, 1 is not enough to take notes and avoid bias, more is messy.
Conclusion
I still ask dumb questions all the time. You will too. Don鈥檛 beat yourself up over it. In fact, just yesterday I screwed up a particularly important meeting by slipping into pitch mode (this was yesterday at the time of writing鈥� hopefully not again at the time of reading). (Page 112)
with a nice final quote : 鈥淗aving a process is valuable, but don鈥檛 get stuck in it. Sometimes you can just pick up the phone and hack through the knot.鈥� (Page 113)
PS: thanks to Laurent and Monica for advising me to read this little gem!
Author Rob Fitzpatrick says he has faced this situation multiple times and gives excellent advice including how to conduct initial interviews and learn relevant information from them. This is, I believe, the main and rather rare quality of this book. An absolute must-read when you feel helpless on the subject and even more if you do not think you need advice!
This is a small 122-page book that I really recommend reading. Here are some extracts that I hope will convince you
Every question we ask carries the very real possibility of biasing the person we鈥檙e talking to and rendering the whole exercise pointless. (Page 3)
And I add a strong statement from Steve Blank: Talking to customers is hard.
The measure of usefulness of an early customer conversation is whether it gives us concrete facts about our customers鈥� lives and world views. (Page 12)
The Mom Test:
1. Talk about their life instead of your idea
2. Ask about specifics in the past instead of generics or opinions about the future
3. Talk less and listen more. (Page 13)
Blank talks about 鈥渁 day in the life of your customer鈥�. You need to understand the actions and the interactions, who does, who decides, who pays.
Here is a list, according of the author, of good and bad questions:
鈥淒o you think it鈥檚 a good idea?鈥�
鈥淲ould you buy a product which did X?鈥�
鈥淗ow much would you pay for X?鈥�
鈥淲hat would your dream product do?鈥�
鈥淲hy do you bother?鈥�
鈥淲hat are the implications of that?鈥�
鈥淭alk me through the last time that happened.鈥�
鈥淭alk me through your workflow.鈥�
鈥淲hat else have you tried?鈥�
鈥淲ould you pay X for a product which did Y?鈥�
鈥淗ow are you dealing with it now?鈥�
鈥淲here does the money come from?鈥�
鈥淲ho else should I talk to?鈥�
鈥淚s there anything else I should have asked?鈥�
at page 15 and he lets you think about what is bad and good before giving his views.
What you should have in mind is given page 22: 鈥淭hey own the problem, you own the solution.鈥� And this is so true as Henry Ford or Steve Jobs mentioned, customers do not know what they want!
So (page 49), when interviewing, 鈥淪tart broad and don鈥檛 zoom in until you鈥檝e found a strong signal, both with your whole business and with every conversation.鈥�
How to begin?
In his original book on Customer Development, 4 Steps to the Epiphany, Steve Blank solves this by recommending 3 separate meetings:
the first about the customer and their problem;
the second about your solution;
and the third to sell a product.
By splitting the meetings, you avoid the premature zoom and biasing them with your ideas. In practice, however, I鈥檝e found it both difficult and inefficient to set them up. The time cost of a 1-hour meeting is more like 4 hours once you factor in the calendar dance, commuting, and reviewing.
If the solution isn鈥檛 a 3-meeting series, then what is it? You may have noticed a trend throughout the conversation examples we鈥檝e seen so far: keeping it casual. (Page 56)
Rule of thumb: Learning about a customer and their problems works better as a quick and casual chat than a long, formal meeting.
Advancement
Then you need to deliver (page 62): 鈥淲hen you fail to push for advancement, you end up with zombie leads: potential customers (or investors) who keep taking meetings with you and saying nice things, but who never seem to cut a check.鈥�
Rule of thumb: 鈥淐ustomers鈥� who keep being friendly but aren鈥檛 ever going to buy are a particularly dangerous source of mixed signals.
Ideally you should find a champion as an early customer. Page 73: 鈥淪teve Blank calls them earlyvangelists (early evangelists). In the enterprise software world, they are the people who:
鈥� Have the problem
鈥� Know they have the problem
鈥� Have the budget to solve the problem
鈥� Have already cobbled together their own makeshift solution鈥�
Of course to ask questions, you must organize conversations. This is what chapter 6 is about鈥�
A short extract: 鈥淭he framing format I like has 5 key elements.
1. You鈥檙e an entrepreneur trying to solve horrible problem X, usher in
wonderful vision Y, or fix stagnant industry Z. Don鈥檛 mention your idea.
2. Frame expectations by mentioning what stage you鈥檙e at and, if it鈥檚 true,
that you don鈥檛 have anything to sell.
3. Show weakness and give them a chance to help by mentioning your
specific problem that you鈥檙e looking for answers on. This will also
clarify that you鈥檙e not a time waster.
4. Put them on a pedestal by showing how much they, in particular, can
help.
5. Ask for help.鈥�
Rule of thumb: Keep having conversations until you stop hearing new stuff.
And then you will need to focus by doing customer segmentation and slicing. This is chapter 7.
Rule of thumb: Good customer segments are a who-where pair. If you don鈥檛 know where to go to find your customers, keep slicing your segment into smaller pieces until you do.
Process
Avoid creating (or being) the bottleneck. To do that, the customer and learning has to be shared with the entire founding team, promptly and faithfully. That relies on good notes plus a bit of pre- and post-meeting work.
Everyone on the team who is making big decisions (including tech decisions) needs to go to at least some of the meetings.
The tech guys don鈥檛 need to go to most of the meetings, but you鈥檒l all learn a ton from hearing customer reactions first-hand occasionally. You鈥檒l also be able to help each other catch and fix your conversation mistakes and biases. (Page 99)
What is the number of people that should face customers? 2 is ideal, 1 is not enough to take notes and avoid bias, more is messy.
Conclusion
I still ask dumb questions all the time. You will too. Don鈥檛 beat yourself up over it. In fact, just yesterday I screwed up a particularly important meeting by slipping into pitch mode (this was yesterday at the time of writing鈥� hopefully not again at the time of reading). (Page 112)
with a nice final quote : 鈥淗aving a process is valuable, but don鈥檛 get stuck in it. Sometimes you can just pick up the phone and hack through the knot.鈥� (Page 113)
PS: thanks to Laurent and Monica for advising me to read this little gem!
February 11, 2021
Finally I've finished the whole book! 100 pages full with practical examples how to talk with customers and to really understand their pains without biasing them with your idea. It also will be very helpful for you if you just want to ask good questions and to receive the feedback which will really help you, not the one which will deceive you!
February 2, 2022
Read it if you want to learn getting real signals out of conversations, cutting through fluffy opinions and hypothetical answers
I finally understand why I was never confident about takeaways in user interviews or in conversation with friends about random ideas .
Most useful non fiction I have read after thinking fast and slow.
I finally understand why I was never confident about takeaways in user interviews or in conversation with friends about random ideas .
Most useful non fiction I have read after thinking fast and slow.
May 12, 2021
How to ask the right questions for the better and more useful answers? You're going to find the answer for that question in this book. It's The Mom Test.
They say you shouldn鈥檛 ask your mom whether your business is a good idea, because she loves you and will lie to you. This is technically true, but it misses the point. You shouldn鈥檛 ask anyone if your business is a good idea. It鈥檚 a bad question and everyone will lie to you at least a little. As a matter of fact, it鈥檚 not their responsibility to tell you the truth. It鈥檚 your responsibility to find it and it鈥檚 worth doing right.
Talking to customers is one of the foundational skills of both Customer Development and Lean Startup. We all know we鈥檙e supposed to do it, but nobody seems willing to admit that it鈥檚 easy to screw up and hard to do right. This book is going to show you how customer conversations go wrong and how you can do better.鈥�
Bad customer conversations aren鈥檛 just useless. Worse, they convince you that you鈥檙e on the right path. They give you a false positive which causes you to over-invest your cash, your time, and your team.
Everyone likes approval 鈥� especially an entrepreneur who may be a bit anxious or insecure about his or her latest idea. But rather than looking for a pat on the back, says tech entrepreneur Rob Fitzpatrick, doggedly pursue the truth 鈥� even if it shatters your dream. You can save time, money and lots of grief by asking the right people the right questions and learning whether your concept will fly, or crash and burn. getAbstract agrees that entrepreneurship is not for the faint of heart and recommends Fitzpatrick鈥檚 sage advice to all entrepreneurs and start-up founders. If you鈥檙e concerned about your feelings, you can always talk to your mom. ;)
They say you shouldn鈥檛 ask your mom whether your business is a good idea, because she loves you and will lie to you. This is technically true, but it misses the point. You shouldn鈥檛 ask anyone if your business is a good idea. It鈥檚 a bad question and everyone will lie to you at least a little. As a matter of fact, it鈥檚 not their responsibility to tell you the truth. It鈥檚 your responsibility to find it and it鈥檚 worth doing right.
Talking to customers is one of the foundational skills of both Customer Development and Lean Startup. We all know we鈥檙e supposed to do it, but nobody seems willing to admit that it鈥檚 easy to screw up and hard to do right. This book is going to show you how customer conversations go wrong and how you can do better.鈥�
Bad customer conversations aren鈥檛 just useless. Worse, they convince you that you鈥檙e on the right path. They give you a false positive which causes you to over-invest your cash, your time, and your team.
Everyone likes approval 鈥� especially an entrepreneur who may be a bit anxious or insecure about his or her latest idea. But rather than looking for a pat on the back, says tech entrepreneur Rob Fitzpatrick, doggedly pursue the truth 鈥� even if it shatters your dream. You can save time, money and lots of grief by asking the right people the right questions and learning whether your concept will fly, or crash and burn. getAbstract agrees that entrepreneurship is not for the faint of heart and recommends Fitzpatrick鈥檚 sage advice to all entrepreneurs and start-up founders. If you鈥檙e concerned about your feelings, you can always talk to your mom. ;)
February 16, 2022
Livro obrigat贸rio pra todo mundo que trabalha com produtos digitais, depois de l锚-lo voc锚 nunca mais vai olhar para as pesquisas e formul谩rios do mesmo jeito. Cada cap铆tulo 茅 um tapa na cara que passa um ensinamento imporant铆ssimo: pare de for莽ar seu aplicativo ou site pras pessoas, n茫o vai rolar enquanto voce n茫o resolver um problema.
December 25, 2021
A quick, overhyped read.
I was stoked when I first got my hands on this book because of how often it's found alongside other product management staples. What I enjoyed about this book is that it鈥檚 short, concise, and very practical with its advice. Unlike other books in this genre, it doesn鈥檛 speak to readers from a point of abstraction, but rather gives very tactical examples on how to approach discovery.
That being said, I鈥檓 glad it was a very short read as a lot of what was discussed in the book is foundational product knowledge: don鈥檛 pitch your product, spend more time listening than talking, a good meeting forwards the deal cycle, etc. Given those key takeaways, I鈥檓 a little surprised by how recommended this book is.
Sadly, it's a very reductive read for anyone who's spent any time in product.
I was stoked when I first got my hands on this book because of how often it's found alongside other product management staples. What I enjoyed about this book is that it鈥檚 short, concise, and very practical with its advice. Unlike other books in this genre, it doesn鈥檛 speak to readers from a point of abstraction, but rather gives very tactical examples on how to approach discovery.
That being said, I鈥檓 glad it was a very short read as a lot of what was discussed in the book is foundational product knowledge: don鈥檛 pitch your product, spend more time listening than talking, a good meeting forwards the deal cycle, etc. Given those key takeaways, I鈥檓 a little surprised by how recommended this book is.
Sadly, it's a very reductive read for anyone who's spent any time in product.
June 1, 2019
A nice short book no how to have better conversations with potential customers when you're building an idea. The main concept behind the book is that you shouldn't ask leading questions or questions that expose your ego (what do you think of my idea?). Instead, you should focus on asking questions in a way where they don't even know that you're building something, so your ego is not exposed. So for example, you could ask people "is x a problem for you", "how did you solve this problem in the past?", or "have you looked for other solutions that solved x". The reason being is that past behavior is a much better indicator of future behavior than asking about hypothetical ideal solutions.
December 23, 2018
Priceless.
The book is short and quite expensive, but each page of it is full of very, very useful examples and advise.
I wish I read this book before, and not had an experience of a failed startup, cause I asked wrong questions while doing user research.
I acquired each page slowly, processing and applying to life. I even gave three talks, incorporating the knowledge from this book before I have finished it. :)
The most useful book of 2018. And one of the most useful book for people doing products/startups in general.
The book is short and quite expensive, but each page of it is full of very, very useful examples and advise.
I wish I read this book before, and not had an experience of a failed startup, cause I asked wrong questions while doing user research.
I acquired each page slowly, processing and applying to life. I even gave three talks, incorporating the knowledge from this book before I have finished it. :)
The most useful book of 2018. And one of the most useful book for people doing products/startups in general.
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