stories Archives ~ Launch Tomorrow

Win the fight for attention by communicating with relevance

July 16, 2020 by Luke Szyrmer Leave a Comment

The biggest challenge when introducing a new product is establishing a connection with your audience. Often, this is because you can’t do anything else until this is in place. This detail really hit home for me, when I went to an accelerator event in Mexico.

In this 2006 photograph, a man was receiving an intramuscular injection in his left shoulder muscle from a trained, registered nurse (RN), while his family was observing from over the nurse's shoulder. — Photographer: CDC | Source: Unsplash

One of the speakers was an immunobiologist client of mine, who’d developed a unique salmonella vaccine that could be combined with other vaccines. And it looks as though his vaccine is the only salmonella one which can do that.

I’d worked with him briefly as an innovation expert, and had a discussion about commercialization options as well as some pitch training. At the time he was struggling to see entrepreneurship as a viable route to greater impact. He felt comfortable as an inventor, and wanted to do more of that, not become a businessman.

It turned out I had unleashed a force of nature. Also drilling him in giving pithy explanations helped him hone down his message to something much more concrete for anyone who wasn’t already a fellow immunobiologist, or even a scientist. This one insight allowed him to communicate the relevance of his work to the wider public.

But more importantly, he started to believe that entrepreneurship was a viable route to greater impact. As it would force him to confront institutions that held him and other scientists back domestically.

As a result of both, he’s pretty much gone from a booksy academic researcher to a serious contender in getting funding to help spread the use of his product vaccine. This is the power of relevance and empathy in an age of dwindling attention.

One of the best ways to get (and stay) relevant is to focus all of your marketing and product efforts around a client profile. In theory there are millions of ways to reach an audience; in practice, you only need to reach a specific group of people. So figure out who they are, and then just focus on them. The best way to do this is the Hero Canvas tool. Grab a copy and get a quick intro for free with my Hero Canvas course.

<< Help Yo' Friends

How to simplify a complicated process, so that even a 2.5 year old would understand it

October 2, 2019 by LaunchTomorrow Leave a Comment

A few years ago, we had a significant challenge with our 2 year old daughter. Morning and evening routines were an uphill battle every day. Getting out the door to her childminder quickly enough to make my first meeting in the morning was often a drawn out battle of wills.

It was clear she wanted to collaborate and appease us as parents. But she didn’t understand what we expected of her. Moreover, her brain development still seemed to behind. The neocortex doesn’t kick into overdrive growth until later. She was also awash hormones, which is completely normal for this age. This caused the temper tantrums typical for a two year year old. They’re called “terrible twos” for a reason. We were also frustrated as parents, and we didn’t know how to help her. Fundamentally, this was an issue of her feeling overwhelmed. And unable to sort out what’s important from what isn’t.

In a professional context, visualization works really well to help stop overwhelm. Whether to map out a business process, plan a large scale software system, or figure out a business model, it helps to have everyone involved “brain dump” onto post-its. And then to organize them. This approach unleashes a lot of latent creativity. Plus it helps front-load difficult discussions. You find out really quickly what the major challenges are with a new initiative.

How it all started

One Saturday afternoon, I was watching her learn to draw on a coffee table. I had the idea to draw out her morning and evening routines. First and foremost, I wanted to do it with her, not to her. As she was already drawing and playing around, I felt a little more comfortable drawing my chicken-scratch cartoons. Drawing was never a personal strength of mine.

So I pitched it to her as a fun project we can do together. I pulled out some bigger post-its and a Sharpie, and sat down at the coffee table with her.

First, I suggested that we brainstorm what she does in the morning. As she was coming up with specific actions, like eating breakfast, I would sketch out a symbol of that particular activity. A cartoon visualization.

As she wasn’t able to read, images brought home the message. They eliminated the cognitive load for her. She was excited to see me draw things she named on the fly. It isn’t that common of a sight to be honest. As an output of each suggestion, we drew a cartoon on a green wide post it. And pasted it on our coffee table.

Once we had a handful of these, I suggested a few others which she might have missed-for approval. I also suggested a few which were deliberately incorrect, just to make sure she was paying attention.

After this, we moved to a “converging phase” of the workshop. I suggested that she take the post its and put them in order on the wall. We had to do it together in practice, but the key was that I gave her the final say in the actual order. I was holding the relevant two post-its, and asking questions like do you “eat breakfast” before you “descend the stairs”? Doing this multiple times, we came up with a reverse chronologically ordered list of post-its that reflected her morning routine.

At that moment, she seemed to step back and view the whole process. And she was absolutely beaming, proud of both us for doing it together. But also happy that she finally understood what her parents were on about every morning. She felt less overwhelmed.

So she felt confident that she will now be able to achieve what is expected of her. Because she understood what is expected of her for the first time in her life!

Wrap up and implementation

We then did the same thing thing with her evening routine on dark blue post its. And ordered it the other way, finishing with her in bed and falling asleep.

When thinking about it, I realized the grouping was off. Some of the activities are performed on the ground floor of our house. And some on the first floor, where her bedroom and the bathroom was.

So I unwrapped a brown paper roll, ripped off two pieces about a meter long, and sat down again with my daughter. We put the ground floor post-its on one brown paper square. And the first floor post-its on the other.

“Upstairs process” mapped out, with modifications/corrections from my daughter

Finally, we hung up the ground floor post its in our dining room, and the first floor post its in her bedroom. So in the end, she had a detailed map of her daily routines, organized chronologically and physically near the place where she would actually do them.

What happened in practice

My wife and I were shocked at how effective this was. The daily tantrums nearly disappeared completely overnight. If there was push-back from her, it lasted 15 seconds not 15-45 minutes as it did in the past.

The fastest way to help her calm down, when she looked like she was about to blow up, was to walk her over to the post its. Then ask her where we were at that moment in the process. She would point to the relevant one. The emotions would calm down, as this required some cognitive load from her. And we could continue on with the rest of the routine that morning or evening.

About a year later, as I was putting her to bed, she said

“Daddy, that picture there is wrong” pointing at the one where she brushes her teeth.

“Oh really, what do you mean?” I asked.

“By the time I am brushing my teeth, I’m already wearing my PJs, not a dress”.

She was right. The next weekend, I drew out a version of the same post-it with her avatar dressed in a pajamas.

Her brain development had caught up. She understood what this map meant. She had full ownership of the process, because she’d been involved from the beginning. And most importantly, she could call out specific ideas for improvement.

Lessons learned

This experience made me reflect how powerful the principle of visualization actually is:

It can help make sense of initially overwhelming complexity. Put everything “out there” on a wall, rather than micromanage your memory.
It helps participants feel empowered and in control of what is happening. Improve motivation to implement, once decisions are made.
It helps everyone involved to view a situation more objectively. Both big picture and smaller details exist together. “what should i draw on your plate when you eat breakfast?”
In the case of my daughter, the increased clarity helped with emotional regulation. While (hopefully) not necessary in a professional environment, team “feel good” is a welcome side effect.
Cartoons and symbols don’t require the ability to read or write, in order for them to work.

Visualizing waste and complexity is a very powerful way to help get a grip on it. Clearly, the visual component speaks to us at a primordial level. Cavemen drew images. Medieval religious propaganda was based on paintings and images. This stuff is powerful.

If you want to know where to start with visualization and other tools, check out my short video course on the Hero Canvas.

<< Help Yo' Friends

The one thing Steve Jobs did that turned around Apple

July 26, 2019 by LaunchTomorrow 2 Comments

After a nasty battle with Apple shareholders, Steve Jobs, then the original founding CEO, was ousted. He went on to create NeXt computers (later acquired by Disney). In the meantime, Apple drifted as a company. It proliferated product lines. Lost focus. And the share price entered a death spiral phase. A few years later in 1997, he was recruited back to save the company from very poor public share price performance.

“Saint Steve” at Macworld 1998

When we got to the company a year ago, there were a lot of products. There were 15 product platforms and a zillion variants of each one. I couldn’t even figure this out myself. After about three weeks. I said, “how are we gonna explain this to others, when we don’t even know which products to recommend to our friends?”

In this keynote at 1998 Macworld, he announced early successes, such as a 3rd consecutive profitable quarter. In my opinion, one of the most powerful parts of his talk was the following grid:

In effect, after a strategic review of all 15+ product lines, Jobs decided that these four were the only products worth focusing on. Consumer was aimed at consumers and education. Pro was aimed at publishing and design. Everything else was shut down. Here was his rationale:

As a matter of fact, if we only get four, we could put the A-Team on every single one of them. And if we only have four, we could turn them all every nine months instead of every 18 months. And if we only had, four we could be working on the next generation or two of each one, as we’re introducing the first generation. So that’s what we decided to do: to focus on four great products. And the first one that we introduced of course was the Desktop Pro product.

Notice that the main practical reason Steve Jobs cited for this change is the reduced product release time, or cycle time. Or low velocity in agile terms. He could release a lot of resources. Focus them just on these 4 great products. And get out of the bureaucratic quagmire that was holding the company back.

This was the kind of “zero-based thinking” decision that a hired gun CEO would be afraid to make, but a founding CEO could find the courage to do. To implement a company redesign and rethinking from first principles, rather than just tinkering around the edges. Steve Jobs knew what life before Apple was like, because he was there. And he already had a successful “go” at building the company. So it didn’t take much to identify that the company needed to be slimmed down and focussed in order to become stronger.

Of course, there was uproar amongst developers with vested interests in existing product lines. To a lesser extent, among clients of the cancelled products. But this marked the beginning of Apple’s long climb to a corporate icon and stock market darling.

<< Help Yo' Friends

Dropbox explainer video? You’re missing most of their Lean Startup story…

March 21, 2016 by LaunchTomorrow 1 Comment

Drew Houston launch tomorrow — Not launching can be painful, but not learning can be fatal – Drew Houstan, Founding CEO of Dropbox

“Not launching can be painful, but not learning can be fatal.” That’s how Drew Houston, the founding CEO of Dropbox, describes his team’s approach. Dropbox, if you haven’t heard of them, does file-sharing in the cloud. And they’re famous for the Dropbox explainer video which got them lots of eyeballs on Hacker News, as the basis for explosive growth later.

They give users access to the same files on all devices, regardless of where they are used.

After interviewing their geeky friends in MIT dorm rooms, the Dropbox founders wanted “write once, read anywhere” file management to apply to all files. Not just a software developer’s source code. They started working on developing a working prototype to solve their own problem.

When Dropbox launched, a number of cloud storage competitors with deep pockets already existed: Google Drive, iCloud, AWS, Carbonite, to name a few. To get their product off the ground, Dropbox had to be different. And simple to understand.

Hypothesis: Latent demand for product concept X makes product development worthwhile

Test type: Value Hypothesis

Success Criteria: Able to get signups based on description

dropbox landing page launch tomorrow — Simplicity captures interest

Traffic Source: social media and online communities

If we build it, how will we acquire traffic?
Who exactly will be interested?
Are they interested enough to establish a relationship with us?
What kind of conversion rates do we get?

Result: Pass. The team was able to acquire traffic that converted based on a description on a landing page. At the same time, they were building prototypes to assess the technical viability of the product idea. As this initial market test proved that some pent up demand existed, the team dug further.

Step Back: This test established baselines, which could then be used to explore the product presentation further. Also, it helped them reach out and establish contact with their market, independently of their immediate personal network, thus providing a slightly more unbiased signal. Also, using such a page potentially allowed them to test a path to market, to locate their most rabid fans.

Hypothesis: Variation X meaningfully positions the product against customer alternatives

As part of their application to YCombinator, Dropbox really wanted to get Paul Graham’s attention. So they created a video aimed at attracting early adopters. The goal was to explain the product concept as a story. The core differentiator (big idea as they call it) was “write once, read anywhere”. Make changes to any copy, and all copies are updated with the same changes.

Test Type: Value or Growth hypothesis

Success Criteria: signups > X or conversion rate > X% (established previously) — more accurately in Dropbox’s case it was to get accepted into the YCombinator accelerator program.

Create an explainer video for your complicated new product. Make sure your audience understands it, without being overwhelmed by technical details.

or call us now at:

US/Canada: +1 202 949 4478
UK: +44 773 952 7708
EU: +48 692 870 297

Traffic Source: HackerNews, link to landing page with demo video targeted at early adopters

Result: Pass. Built list of around 5,000 interested prospects. The problem description resonated strongly with their targeted early adopter audience.

Step Back: Moving to a video format helped get across the product’s story more effectively. This made it more accessible to everyone. In and of itself, an explainer video is just a change in format–similar to how a bestselling book is treated as a candidate to become a blockbuster movie. Ultimately, a landing page that tests demand much get across the story well. The medium for telling that story is secondary to the relevance and quality of that story to the target audience.

As Dropbox’s initial target audience was quite technical, this explanation mapped to a number of tools and behaviors they already knew from software development. And they were more than happy to run with the write once, read anywhere concept. Arguably, this niche perceived other cloud storage as defective because it didn’t support this kind of functionality. As a result, they needed little convincing and persuasion to hop on board.

Hypothesis: Paid search can be a profitable engine of growth for Dropbox

Test Type: Growth hypothesis

Success Criteria: Customer Value > Customer Acquisition Cost

Traffic Source: Paid search engine marketing

Dropbox experimented with using paid acquisition on a landing page. This is not an early-stage landing page MVP test. It’s an attempt to figure out what will grow the company, not whether the product idea is attractive. They hired an experienced search engine marketer, who went out and made landing pages. On those pages, they hid the free option, replacing it with a free time-limited trial.

google adwords launch tomorrow — AdWords interface is showing incorrect campaign conversation numbers. Difference of numbers are computed here.

[images:Dropbox]

Total ad spend: approximately $3,000 in the image above

In their words, here were the problems they faced:

The most obvious keywords were expensive.
Long-tail had low volume.
Hiding the free option was shady, confusing and buggy.
The conversion numbers on Google’s dashboard were inaccurate.

Result: Fail. As their cost of acquisition at the time was at least $233 for a $99 product, the experiment to test paid acquisition as a profitable traffic source failed. Based on the economics of paid search, pay-per-click didn’t look like a viable growth strategy for Dropbox.

Step back: Even though PPC as a source of traffic didn’t work for them, it solidified their confidence in their ability to retain customers.

If people bought, their subscription retention rate was over 75%. In short, they had a great product their community loved, and they had product market fit. In Drew Houston’s words, this meant that “product-market fit cures the many sins of management.” After this idea failed, Dropbox created a famous explainer video which went viral, thus proving that a viral engine of growth was better for them.

Hypothesis: A simple value proposition resonates more with the target audience than a complex one

Test Type: Value hypothesis

Success Criteria: Conversion rate > initial conversion rate

Traffic Source: Paid search engine marketing

dropbox design launch tomorrow — Simpler the better!

Result: Pass. Simple and concise converts better, as does having a clear call-to-action for the next step.

Step back: This test type is taken out of the traditional toolbox of conversion rate optimization (CRO).

The idea is clear to the founders. They want to communicate it as concisely and effectively as possible to their target audience. Even if they move to a different traffic source later (as Dropbox did), a clear and powerful value proposition ensures a high conversion rate for all further marketing efforts, including free traffic sources. Moving too early into this kind of testing can be a type of premature optimization.

The Takeaways

The key tactic Dropbox used was to to test both market and technical viability simultaneously. In addition, they did a number of smaller tests. Each test checked a much smaller piece of the bigger puzzle. This required them to break down the overall vision into discrete tests which they built and ran.

Build -> Measure -> Learn

By running a series of experiments, Dropbox stayed with the ethos of MVP=experiment. Each cycle around the Build, Measure, Learn loop gave them greater insight. Each step they took tested something new about their target market and their product.

As a result the product evolved very quickly, because the team gathered actionable yet counter-intuitive data. This helped them build a strong USP (unique selling proposition) in a crowded marketplace using technology that was theoretically possible but unproven.

There is a lot more to a minimum viable product than just a beta software release. This post aims to make that clearer.

<< Help Yo' Friends