How do you get feedback on your MVP from customers?

To gather feedback on your Minimum Viable Product (MVP) from customers, implement strategies such as conducting user surveys, leveraging in-app feedback forms, hosting focus group discussions, utilizing social media channels, and actively engaging with customer support inquiries to ensure a comprehensive understanding of user experiences and preferences.

In my experience, without data and clear definitions of what we're aiming for, we're just drifting with the product or functionality. So, when product people receive the request to think about a new feature, to start a discovery process, or to propose an improvement in an existing product/process, we need to keep in mind the core values to determine if we've achieved success or not. I also understand that many teams (if they're working with Agile) might not have a defined role for someone dealing with data - like a BA (Business Analytics) or a DA (Data Analytics). But, regardless of whether you have one or not, you - as a product person - can figure out the ways to get the necessary information to validate the delivery.

Identify key performance indicators (KPIs) that directly correlate with your goals, such as customer satisfaction, willingness to pay, and problem-solution fit. Prioritize metrics that provide actionable insights into the viability and desirability of your MVP, such as retention rates, conversion rates, and net promoter scores.

Controversy brews in the pre-launch crucible of MVPs. It's not just about having a clear idea; it's about the fine line between validation and assumption. The real debate isn't in choosing metrics but whether they genuinely align with the product vision. Will customer feedback risk overshadowing the core problem-solution fit? The essence isn't just in testing; it's in avoiding the metrics' tyranny over innovation. In this landscape, the controversy isn't about common metrics but the nuanced dance between quantitative and qualitative insights. The challenge is not just measuring but ensuring that metrics enhance, not dictate, the iterative evolution of your MVP.

Alguns dos indicadores que normalmente indico s?o: Pesquisas com Clientes: Para coletar feedback direto dos usuários sobre suas experiências e percep??es. Entrevistas: Conversas profundas com usuários para entender suas necessidades, problemas e impress?es. Testes de Usabilidade: Para avaliar a facilidade de uso e a experiência do usuário com o MVP. Taxas de Reten??o: Medir quantos usuários continuam usando o produto após um determinado período. Taxas de Convers?o: Acompanhar quantos usuários realizam a a??o desejada (como se inscrever, comprar ou baixar). Pontua??o Líquida de Promotores (NPS): Avaliar a probabilidade dos usuários recomendarem o produto a outros.

In the complex arena of feedback collection, controversy brews not just in the act of choosing channels but in the delicate orchestration of diverse methods. The real debate isn't in listing tools but the nuanced dance between convenience and the risk of homogeneity. Does relying on popular channels overshadow the potential richness of varied insights? In this dynamic landscape, the controversy isn't just about options but the careful balance between speed and the depth necessary for meaningful analysis. The challenge lies not just in selecting tools but orchestrating them harmoniously, avoiding the monotony of convenience and ensuring the feedback composition is a rich, diverse melody that resonates authentically with customer voices.

Employ a multi-channel approach, leveraging platforms like social media, forums, and email surveys to cast a wide net for customer feedback on your MVP. Integrate user analytics tools such as Mixpanel or Google Analytics to gather quantitative data on user behavior and engagement patterns, providing valuable insights for iterative improvements. Foster direct communication channels with early adopters through personalized outreach, user interviews, and beta testing programs, cultivating deeper qualitative feedback loops to drive meaningful product enhancements.

Leverage diverse channels to maximize customer engagement and gather comprehensive insights. Utilize landing pages for MVP showcasing and A/B testing, email for surveys and reviews, social media for generating buzz and soliciting feedback, online platforms for expert input, in-app tools for real-time user feedback, analytics tools for tracking user behavior, and customer interviews for in-depth insights.

A great point we usually follow in the product team is to use A/B or multivariate tests to confirm or disprove a hypothesis. Reiterating the previous point, having a defined baseline metric will help when running tests and getting the real perception of the application from users. I suggest looking for tools that can optimize the process of creating and setting up A/B tests to avoid rework with developing something that hasn't been validated yet. If your product or feature is not yet in production, other validation methods can be applied. Here in the team, we also use software like MAZE to conduct usability tests with real users, emulating the flow we are going to develop.

One thing I've found helpful is to make the pipeline also internal. Ask your sales or customer success teams what they think. They may have a good idea of what could be important for customers and prospects, which may save you time prior to getting "external" about feedback. Also, share and enable them lightly if they want: maybe it could be a nice addition to a prospect call to show them "that early stage new thing" you're thinking about, which could help both with converting the prospect and getting some feedback (and maybe even a future design partner).

When you're testing a hypothesis with users, it's ideal to know exactly what questions you need answered. That's why it's important to have the team aligned - it could be through a CSD matrix (Certainties, Assumptions, and Doubts) - to figure out which questions you'll be checking with the users. The goal is to understand if the problem they're trying to solve is really the user's pain point.

Formulate open-ended, specific, and unbiased questions that delve into customers' problems, needs, desires, and emotions related to your MVP. Avoid leading, vague, or hypothetical queries, focusing on understanding the value your product brings to their lives and how it compares to alternatives.

To get valuable qualitative customer feedback on your MVP: - Avoid over-explaining and 'selling' your product. Most time should be spent on observing and listening rather than pitching your solution. - If appropriate, ask participants to try to accomplish something (to get their job done) using the product. Note: what is that PAIN POINT that you're trying to solve for? - Test ACTUAL willingness to pay by compensating participants and asking how much they'd give back for immediate product access. - Answer questions with questions (e.g., What did you expect pressing here?) to elicit participant expectations that are not biased by our explanations. - Do not ask the "Would you like ..." type of questions. SAY ≠ DO.

In the pursuit of constructive feedback, an unexplored dimension lies in challenging the assumption that customers always articulate their needs accurately. Human responses are subjective, often shaped by external influences. While active listening is crucial, acknowledging the inherent bias in self-reported data is equally important. Consider supplementing customer insights with behavioral analytics to uncover unspoken preferences. Embrace a hybrid approach, marrying direct questioning with objective behavioral metrics for a more comprehensive understanding of user experiences and expectations. This nuanced methodology can unveil subtleties beyond the scope of verbal exchanges, ensuring a more robust evaluation of your MVP.

An ethnographic approach here works well. Watch how the person trying your MVP is engaging with it. Engage to better understand why they are doing what they are doing or answer questions if there are things they are struggling with.

Analyzing the feedback is the most important part to form insights that impact business decisions. The feedback can be both qualitative and quantitative for a more comprehensive view of the product's potential for market adoption. Be critical with the performance factors too, and as per the objectives, do a multi-varied analysis to move forward!

Analyzing feedback is vital, but the relentless pursuit of perfection through customer input can be a pitfall. Overemphasis on every customer whim may result in a product lacking a distinct identity, merely a compilation of fleeting preferences. Rigorous categorization of feedback can inadvertently overlook transformative ideas labeled as 'infeasible.' Innovation demands a delicate balance between customer-driven improvements and visionary leaps. Rather than relentless iteration, occasional defiance of feedback norms may yield breakthroughs. A nuanced approach to feedback analysis, respecting the pulse of innovation, ensures a product's evolution without sacrificing its core identity.

Analytics often turn into numbers and charts which are fantastic. But if you have been able to set goals before development backlog is created, and an overall vision, and finally tie your channels and questions into this; focus on the story. Numbers are great and part of your story but take the stakeholders through the journey from step 1 so they come to conclusions themselves, then back it up with data!

Launching an MVP is just the beginning. ?? To gather invaluable insights, I take a hands-on approach. I reach out directly to early adopters, fostering personal connections. Coffee chats, Zoom calls, or even a quick email exchange – the goal is to understand their pain points, needs, and wishes. Their feedback shapes the next steps, ensuring we're not just building a product but crafting an experience. Getting customer feedback is a game-changer! Here are my go-to questions: Is the UX/UI intuitive? ?? Do they grasp how the product works? ?? Does it genuinely help them? ?? Is it superior to alternatives? ?? Would they pay for it? ?? Any MVP enhancements they crave? ?? Keep the dialogue open and listen!

Please ensure you co-develop your MVP with your early adopter or big-ticket customers. Doing so will allow you to make incremental corrections to your proposition, saving you time and resources in the long run. And please be mindful...I've used customerS (plural)...hence, it is crucial to understand the market space your offering will operate in. If you want to liaise on this further, please reach out.

Build feedback loops directly into your product, your process, and your customer success efforts. If you don't ask, you won't receive. Further, consider whether you're gathering enough feedback prior to even building your MVP. Prototyping can unveil customer feedback with infinitely less work than is required to build and launch an MVP (days vs. weeks/months). Focus on prototyping early, gathering feedback, and THEN building.

Reflecting upon my Product Innovation experiences, here are some potential blind spots to be aware of when getting feedback on an MVP from customers. - Some feedback can be misleading - Customers may fixate on certain features that they think they want but won't actually use. Weigh feedback based on expected impact - Biased samples - Feedback may not be representative if your test group is too small or homogeneous. Make sure to get a diversity of perspectives - Solution-oriented feedback - Customers may focus on suggesting solutions. Try to dig into the underlying needs and pain points - Compliments aren't enough - Positive feedback may not mean you've nailed the full value proposition. Make sure to probe on potential improvements

Often when we think about MVPs and feedback we focus on MARKET impact. In my experience it is valuable to also engage your broader ecosystem to try and identify if there are any downstream impacts you have not considered. Examples could include: supply chain, training, investors, field execution, etc.