Tag Archives: product marketing

LinkPeelr: Wondrous Journey from Weekend Project to 3000+ Users

LinkPeelr has been fine and dandy. So fine, in fact, that I feel a pressing need to tell you about its progress. This is a long post — sit back and enjoy!

When I started on LinkPeelr I thought it was a neat and compact idea, and a small enough project I could actually tackle myself. I ended up launching LinkPeelr after 3 weekends of work, but I never intended for it to evolve far beyond the small project that it was. From day one I viewed it primarily as a “pipecleaner”, an app that could help me test my own ability to go from problem to launch and prepare me for more ambitious things that I’ve had simmering on the back burner.

LinkPeelr was a first in many categories. It may come as a shock but it’s the first “complete” piece of software that I wrote from scratch (all 122 lines of Python and 507 lines of JavaScript). If that’s not shocking enough for you, it’s also the first piece of software that I wrote that now has thousands of users whom I’ve never met and who don’t know me and who voluntarily choose to use this software.

Needless to say LinkPeelr has quickly outgrown its  purely experimental intent, managing for a few weeks to eclipse everything else I was thinking about and working on. This period has been a period of rapid learning, and something that I enjoyed immensely. Although I obviously set out to make LinkPeelr a learning experience of sorts, I never anticipated that this learning would come at this pace and intensity.

What follows is an account of what happened after I launched LinkPeelr, and what I’ve learned in the process. After hitting 1400 words with this post I realized that “what’s next for LinkPeelr” section had better come in its own separate write up.

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The Strategy-Execution Deadlock

I’ve recently observed a specific product management/product engineering dynamic and I got to thinking that it’s quite common.

Observe: The engineers are clamoring for the product management to provide a roadmap or at least a high-level vision for the existing and future products in the next year or three. The product management is unwilling or unable to provide this information, but wants to know what engineering has been doing recently, i.e. some form of a progress report that they can trade in to top managers to get a green light for the ideas and vision that engineering is asking for.

This deadlock can take any form from very amusing to very dysfunctional, and I’ve personally seen this particular information flow break down on several occasions.

So how can this pattern be defeated? What would it take to break the vicious cycle? Read on to find out…

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Why Spice Girls are a poor choice for a new product focus group

Spice Girls

Here is how I imagine the conversation would go:

Me: So tell me what you want, what you really, really want?

Them: I’ll tell you what I want what I really, really want.*

A lot of your customers and users will be a lot like Spice Girls. I don’t mean cute and bubbly but rather fixated on their most obvious and most, ahem, basic needs, which means that they are unlikely to ponder far-fetched possibilities or to provide you with unanticipated insights on the spot. This is not because focus groups can’t brainstorm — they are just not primed to think out of the box like product designers are paid to do. The results of such a focus group exercise are bound to be predictable and boring, and they will most likely agree with what you already know about your potential users and market.

Now consider our effort to poll people about our future startup’s name (you can see how that went here). LikeWisely was my top choice, but the multiple levels of meaning and the play on words was not well-received, probably because these things are not on the surface as they are with just❤liked, which is much more literal. In the end we accepted that just❤liked was a decent choice appealing to a large segment of the audience but perhaps a choice lacking in imagination and finesse.

The point is not to offend Spice Girls in particular or focus groups in general. The point is that, despite your best intentions, good product ideas cannot be pried from any perfectly informed and sensible focus group. The good news is that you get to keep your job. The bad news is that you, the product designer, still have to come up with great ideas, convert them to hypotheses that can be validated on a set of flesh and blood users, and validate them. At no point should you suffer the illusion that what you get back will be informed by the audience’s imagination or their desire to find a solution to the problem.

You’d be lucky enough to get back another grumble about zig-ah-zig-ah*.