Abstract: in the Internet era where entrepreneurs flourish everywhere, the cost of acquiring business users is getting higher and higher, and the word "product death cycle" comes into being. So how do Internet startups get users early? How does early product design prevent death cycles?
titanium media note: entrepreneurs everywhere in the Internet era, start-up companies users access to higher and higher costs. "The death of the product cycle" the word first by Twitter user @davidjbland is proposed, then another @andrewchen Twitter also in his blog on the death of the product cycle are explained and further thinking. How do you get users in the early days of entrepreneurship? How can you keep your product from getting into the "dead circle"? The author of the titanium media translated his blog and added his own thinking.
a lot of entrepreneurs will face the lack of user’s situation in the early stage of the product, especially in today’s entrepreneurs and entrepreneurial opportunities are not synchronous increase surge situation, products for the early users of the difficulty as can be imagined. This phase of the product is easily trapped in the product cycle shown in the drawings (Product, Death, Cycle, originally proposed by @davidjbland). Some time ago to see @andrewchen Blog Product Death Cycle introduced, in today’s environment, very enlightening, following translation from its Blog (the wall for me and so far), some entrepreneurs friends exchange ideas, so, hope to communicate with more friends.
initial look at this cycle, the first step to find user needs, the second step to design products to meet their needs, and the classic business logic in line with the third step back to the origin, looks contradictory.
disassemble every step of the loop, analyze its scenario, and avoid getting into such a product’s death loop,
, the first step, nobody uses my product,
may be the product reason, the market reason, the early user choice is not suitable, the product itself needs to break through the critical point to have the value, and so on. When faced with such a practical problem, the classic business model of cognition leads us to understand the user, meet the demand, and then win the market. Such cognition makes us instinctively inclined to refer the problem to the market / user, but the rapid convergence to this problem may be neglected in the following 3 points:
1) before looking for external reasons, the internal inquiry was skipped: is there a problem with the original vision or demand of the product? Looking for an external answer, in some sense, reduces the interrogation of the internal problem.
2) the market / user is sometimes unable to answer. If your product is innovative, then the high probability that early market / users can’t understand or often underestimate its future value (auto discovery, user research, feedback requires faster carriage), while early >