Loading...
Answers
MenuHow do you approach / engage with users to ask them for advice on how to improve your app and other quality information?
This question has no further details.
Answers
You need to build your community from the get-go. Start with your beta testers, creating a community where they talk to each other about issues and come to you with ideas, suggestions and bugs. Encourage them to do this, no matter the issue, and respond quickly.
If you develop a community like this from the start, it's very easy to get your users to give advice on improvements and the like. You'll quickly see the beta users who are very involved, and ask them privately for suggestions of other beta users.
Beta users WANT to provide feedback, and they will provide some of the must useful feedback you can get, so long as they see you responding and taking into consideration at least some of their ideas. If you start this in beta, you'll build a community of users who want to help you succeed and want to help you improve your product, for the long haul.
Tough question without some context to give a succinct answer. Obviously an incremental improvement that will benefit a large group of users can be solicited in a survey. Apps that are "expert systems" delivering knowledge for specific circumstance or user communities may require more thorough engagement, (a first aid app for campers or sailors for instance). Whatever way of gathering use cases or other user suggestions for performance or feature improvement, what is common to all is the need to have a great system for estimating time, sweat and dollars to do it so you don't make false promises and a way to keep everyone focused (a huddle or sharepoint) so that the promises you make are kept.
I've been involved in everything from concept research (Harley-Davidson, Hallmark) to formal usability testing (United, NatGeo) to intercept surveys (Purina, SC Johnson) and so on.
The fact that you are interested in understanding your users' needs puts you ahead of the game already.
As usual, the way to best understand these needs depends heavily on your research objectives, budget, and time frame. There is no one right answer.
So, in the spirit of the Olympics, here are some bronze, silver and gold options.
Bronze #1: Add a button in the app that says "How are we doing?" or "Help us improve..." or similar and link to a simple email form. Language is everything here. If it just says "Contact Us" it will be ignored by everyone except those who have a beef.
Bronze #2: Send an email to your core user base -- the group within the group [1] if you will -- asking them to a couple of well-worded questions. Again, wording the questions is a critical art form that will ensure you're getting "real" answers that you can tie back to addressing your research objectives. Your questions must be clear, focused, and of the appropriate complexity.
Silver #1: Run an intercept survey on your website or if possible within your app. This will typically "cost" more as you'll likely want to spend time planning the survey questions, determining how you are going to screen prospective participants, and deciding how you'll report the findings and recommendations. Depending on the complexity of the survey and number of participants, you may find it worthwhile to engage a 3rd party, which range from simple self-service tools to full-blown research consultancies.
Silver #2: Perform a "guerrilla usability test" or "hallway test." Just Google it. Short version is it's a "discount" way to do a usability test, and often provides a much better value (cost-to-findings ratio) than a full-blown usability study.
Gold #1: Do some concept research. Essentially focus group where you're simultaneously trying to vet concepts before you invest too heavily in building them, and also to solicit ideas from participants. I've seen concept research done with everything from tissue sketches to fully developed products and everything in between (mood boards, functional prototypes, etc).
Gold #2: Perform a full-blown moderated usability study. As with intercept surveys, there are ways to do this for more or less time / money, but usually you'd want to work with a professional as findings from an improperly run usability study can do more harm than good. Unlike intercept surveys, usability studies are more qualitative so you get much richer texture from a much smaller group of people.
Those are really just the tip of the iceberg / knee-jerk examples. If you really wanted to go full-bore with the user-centered design approach you'll start getting into areas more similar to anthropology including ethnographic studies, contextual inquiry, and customer experience modeling and the like.
That said, hope these examples help you to get going in the right direction(s).
TL
P.S. Feel free to reach out to me here if you'd like to talk in more detail about your particular research needs... https://clarity.fm/toddlevy
[1] http://www.shirky.com/writings/herecomeseverybody/group_enemy.html
In my experience, there are two schools of thought. You might not like my answer -
1. Ask them
Take the time to bring them into your office and watch them surf and keep it open minded. Or hire an online video review company that takes videos and screengrabs of the whole thing. It's the advanced technology that a couple businesses provide at a fraction of the cost from only a couple years ago. The trouble is, people don't know what they want. They need it pried out of their minds - seduced out of their emotions. Wyatt Jenkins of Shutterstock is a master at understanding the minds of the consumer - he has written about this some (and about philosophy #2 even more) - but in my opinion, experts who can deliver results through extensive surveys like this are very rare and expensive.
2. Don't ask them (or just ask them by whether they part with their money)
Malcolm Gladwell explains it concisely I think when he discusses spaghetti sauce. Most of the times, your customers do not know what they want. The goal here is to provide your customers with many opportunities in many places to provide their feedback. And then like 37Signals says in their super business guides, just delete their feedback. Ha! Although that's kind of out of context -- the point they are making is that if the customers demand something over and over, you won't miss their demands because they will become repetitive. And then you must deliver and wow them.
I side with philosophy number two because it is more constructive with managing risk and sides well with iterative development. In my experience, focusing on key things, key functions, and doing them better than anyone else is by far the most important. The modern way to do it, is to keep the qualitative feedback from the customer out of it, and just test them by split testing your applications. Then you'll get the "money where your mouth" feedback is, because the revenue and conversions will be driving your decision making...and thus your app's evolution.
On the other side, if you are a boutique brand, and have plans for world domination, then perhaps you should take the chance on an extensive hail mary R&D project. I don't like that idea because of the #1 rule of investing - security.
Related Questions
-
For a once-off price point of $2,500, what would you expect from an agency-grade marketing package? Consulting, design, digital asset, tool, campaign?
Consider instead where a $2500 price point puts you. I use a selling technique called Monetizing The Problem, and in that process I get the prospect to calculate the size of their problem. Then I charge 5-10% of that figure. There's never any resistance, because they see where the number comes from, how it's based on reality--and a number THEY came up with (not me). So here you are at $2500. Let's be conservative and say that's 5% of the size of the problem. Meaning you are trying to help them make $50K in sales over the next year. What kind of a business has a revenue goal of $50K? A sole proprietor who's just trying to get by? Is that your target customer? Really think about this. A serious SME won't play at the $2500 price point, because it's too low. They know the vendor can't commit enough resources to do the job they really need done. For instance a business with only four high-value employees plus the owner needs to bill at least $60K A MONTH to survive!! Why would they let you touch their marketing collateral (that's their website) for a mere $2500?! Stay at $2500 and you're attracting a really low level of client. If you have the horsepower to achieve more with the skills you have, then I highly recommend going after a better class of customer.JK
-
Taking a ridesharing idea from concept to market
here is my simple advice which should save you a lot of time and money. your journey should start identifying whether or not you have a problem worth solving. Most of your issues, assumptions, solution you put forward is irrelevant until you have done this. Don't get me wrong, your idea is sound and it often starts from a vision or an intuition that your idea is great. You now need to take a step back and do a coue of things: - what problems does cabsharing solve? Share the cost? Meet new people? Etc. - how would you rate the pain i.e. have people been dying for someone to co.e up with such a concept or is it simply a nice to have You have to come up with a porblem statement, good understanding of the problem and start testing this first. Get out there and interview people. Measure. Learn. If you have not heard of it yet just follow the lean startup approach (i recommend ash maurya's blog that will give you plenty to start with - his book running lean is also a great and practical resource). If you need help structuring it all or formalising your initial lean canvas I am happy to help. The most important thing is to test and validate key assumptions before you embark on something bigger. Many ways nowadays to do this, give me a shout in less than am hour we can get you up and running. Hope that helps, good luck the exciting part is just starting now: making it happen!ES
-
I've been working on an app concept for 6 months and built an MVP. Is it better to pay a development firm to build or hire a developer as a cofounder?
I have built two software companies by hiring out the development work. I sold one for a decent sum during the dot com era (circa 1999). I remain a shareholder in the other one. I currently work with amazing development company on behalf of one of my clients. Here are some things to consider. 1. Do you really want to give up equity? If not outsource. 2. How fast do you want to get to market? If sooner than later, outsource. 3. How capitalized are you? If undercapitalized, either outsource offshore (which runs about 20% of US rates), or bring on an equity development partner. I offer a free call to first time clients. Let's chat and I'll give you some great advice from three decades of experience. Just use this link to schedule the free call: https://clarity.fm/kevinmccarthy/FreeConsult Best regards, Kevin McCarthy Www.kevinmccarthy.comKM
-
What product should I build?
You can only solve a big problem that changes the world if you solve a problem that is deeply personal to you. Two great examples and why they worked: Roy Raymond was a sad pervert. He'd buy bras and panties at the department store and all the clerks thought their thoughts about him. Roy felt embarrassed. He wasn't really a pervert. He just wanted to buy lingerie for his girlfriend. So he solved this major problem he was having. He created a space where men could feel comfortable coming in and buying sexy lingerie for their partners. He called it Victoria's Secret. But Roy, by solving this important personal issue for himself, apparently solved the same issue for many other men. First year sales were over $500,000 and he quickly opened up three more stores. In 1982 he sold Victoria's Secret for one million dollars before trying multiple other businesses that ended up failing. One MILLION Dollars. A decade later Victoria's Secret was worth over a billion dollars but Roy Raymund was nearly bankrupt and had missed the huge run-up in it's value. -- Picture New York City in the late 1800s on a rainy day. It was disgusting beyond belief. 150,000 horses transported people up and down the busy streets. Each of those horses, according to Super Freakonomics, dropped down about 15-30 pounds of manure. That's up to 4.5 million pounds of manure A DAY on the streets of NYC. And now imagine it raining. Would you cross the street? How long could this last? How long would the city survive without being infested with crap and all the diseases brought with it. What would happen as population of both men and horses increased? Was someone working on inventing a gigantic manure scooper? How would this problem get solved? It never got solved. Instead, Henry Ford invented the assembly line to mass produce cars. Every horse lost their job. People began to drive cars. Manure problem solved. -- In both cases there is a common theme. Someone outside the industry solved a problem that was personal to them that then changed an industry forever. Roy Raymund wasn't a fashion designer or a retailer. He worked in the marketing department of Vicks, which makes over the counter medications. Henry Ford, I don't think, ever worked in the manure industry. Instead, each person focused on a problem that was important to them. A problem that excited them at that moment in time. Raymund wanted to avoid being embarrassed in the future. Ford wanted an efficient way to make cars. The ONLY way to change the world is to solve a problem that is important to YOU. They had to choose themselves for success before they could save the world. Raymund had to convince himself that he didn't belong in the marketing department of a division of Procter & Gamble. He borrowed $80,000 and took the big risk of starting a business. Ford had to survive numerous failures and bankruptcies in order to find a cheap way to make cars. He would abandon investors, people who supported him, and even companies named after him, in his quest to solve his problem in his own way. Nobody gave them permission. And neither of them set out to change the world. They only wanted to solve a problem that was personally important to them. It's unfortunate that often we forget that choosing ourselves is not something that happens once. It has to happen every single day. Else we lose track of that core inside of us that solves problems and is able to share them in a way that makes the world a better place. Ford forgot this and became obsessed with Jews. Ford is the only American that Hitler mentions in Mein Kampf: "only a single great man, Ford, [who], to [the Jews'] fury, still maintains full independence...[from] the controlling masters of the producers in a nation of one hundred and twenty millions." And what happened to our embarrassed marketing manager that has ignited the passions of men and women for the past 30 years? Roy Raymund saw the value of Victoria's Secret jump from the one million he sold it for in 1982 to over a billion dollars a decade later. He failed in business after business. He got divorced. Then at the age of 46, my age, he drove to Golden Gate Bridge, jumped off it and killed himself. Before you can save the world you have to save yourself. But you have to relentlessly do it every day. Sometimes the train wakes me up at night and I feel scared. What will the world be like for my children? I won't always be able to help them. I don't even know if I do enough to help them now. And then I remember. I'm alive for another day.JA
-
What is the process of productizing a service? Also what are some good examples of productized services that have scaled?
2 different categories come to mind. H&R Block or other tax preparation services. The second is restaurants. This may seem like a product more than a service but I think it truly falls into the category of service, especially if you look at the national chains. Think Applebee's, TGI Fridays etc. The reason people go to these places is because of the experience they receive. The franchisors have created a system that generates nearly identical results nationwide. The first thing you need to do is figure out what makes your service superior to others out there, then you need to figure out how and why this is the case. From there you need to document it and make sure that you have a mechanism in place to ensure compliance. Granted that is a huge amount of work, but the basic premise is quite simple. You want all of the people you hire to do things more or less the way you would do them.MF
the startups.com platform
Copyright © 2025 Startups.com. All rights reserved.