While every organization has its own unique definition of “success,” every product in the world shares a common purpose: to serve customers by solving problems. Products that exist without solving customer problems simply don’t last. Customer feedback is your key to discovering and solving customer problems as your customers and
Just shy of its 10th birthday, Etsy has several reasons to celebrate. With nearly nearly 20 million users globally and more than 1.4 million active sellers worldwide (many who make a living off the site), and a recent Wall Street debut, it’s safe to say the online arts, crafts, and
Customer feedback often comes with its own set of customer expectations–are you managing them in a way that helps your customers help you?
Last month I got a kick out of this tweet about the meta-ness of our feedback forums and wanted to share it in today’s post:
Best metas: Assembly @asm
Recently Travis Kalanick, the CEO of Uber, took to Facebook to defend his company against complaints from long-time users that the quality of service is degrading in San Francisco. It’s a fantastic display of transparency which you don’t often see from CEOs so I highly recommend you check out his
In one of my favorite business books, Made to Stick, the authors describe a very important concept: the Curse of Knowledge.
This Curse affects everyone at some point. Once you gather enough knowledge about something, it’s very difficult for you to imagine someone else having none of it.
The example in the
All too often I see companies inviting customers into betas of new products (real betas, not “Google Betas”), reaping the benefits of their feedback, and then telling those customers to pay for these new features.
I can kind of understand how this happens. Someone in charge – maybe the fictional CFO
I’ll keep this one short.
At this point, most C-suite folks know that “beta testing” is one of those things you have to do. They make sure it’s on their checklist.
However, this “beta test” is often slotted for the weeks right before you’re ready to ship. Which means that this customer
It’s really, really easy to read some customer feedback and think “that’s stupid.”
My favorite example: “I want the widget to be blue.”
What? No. That’s stupid. The widget is orange.
If you’ve been having a bad day it’s even worse. I’ve heard people call customers some nasty things. Some even do it
Evernote’s CEO, Phil Libin, recently wrote a post on Inc about why he loves his angriest customers. I fully agree with the general sentiment:
“Complaints are great; the more detailed, the better. They tell us where our product or overall experience is failing. Plus, they are the easiest form of feedback
Doug Turnure was the odd man out at UserConf. We had a bunch of hip, young, startup or recently-a-startup companies present. And then there was Doug and Microsoft.
But what was impressive about Doug’s presentation is how he clearly stated the challenges, occasional advantages, and best practices around customer feedback for a
Last month I got a nasty cold. I did a little bit of work – with UserConf NYC coming up I couldn’t skip work entirely – but mostly I laid in bed, drank liquids, and watched The West Wing. Somehow I missed the show when it was a thing, and
This month I had the pleasure of presenting at Nadia Eghbal‘s Startup Product Summit. As one of the few non-product managers speaking, I wanted to tell a cautionary tale about putting too much trust in data or your customers. As always, I tried to use as many real-world examples as
As part of our series on the importance of company culture, we’re highlighting our company values here at UserVoice. Find more posts about culture here.
A company that doesn’t value the opinions of their workers is a company that expects their employees to be yes-men. Too many companies use their labor force as
If you asked me to attend your birthday party and I just stared at you silently, you’d think I was a jerk (or that there was something wrong with me). If you asked me and I said “no, sorry, I already have plans” you might be sad, but you’d understand.
So why do companies think that they can’t say “no”?
I frequently hear people worry about collecting customer feedback because they don’t want to decline customer suggestions. They think it will make customers angry. But by not responding to customer requests for features you know you don’t plan to build (whether they come in via Twitter, email, UserVoice Feedback, or wherever), you’re being the awkward staring guy I mentioned above. In the eyes of the customer, you’re being rude by not saying no.
People like honesty from the people and companies they interact with. And they like closure. Saying “no” isn’t mean – it’s actually a service to them. They don’t have to wonder if and when you’ll build a specific feature. They won’t complain about how you’re not really paying attention to their feedback. Instead, they’ll appreciate that they got an answer.
Feedback is going to define your company at some point or another, whether you want it or not.
Every single company story is one of customer feedback.
Apple heard (feedback) that computers (theirs, but moreso Microsoft’s) were perceived as complex and confusing. So they re-focused on devices that simply worked and /seemed/