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Amit Bolds
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So I racked my brain for an answer on how to travel the distance between where Superhuman was and the high bar that we needed to hit. And I eventually started to wonder: what if you could measure product/market fit? Because if you could measure product/market fit, then maybe you could optimize it. And then maybe you could systematically increase product/market fit until you achieved it.
Reoriented around this purpose and reinvigorated by the new direction, I set out to reverse engineer a process for getting to product/market fit. Below, I outline the findings that followed, specifically unpacking the clarifying metric that made everything fall into place and the four-step process we used to build an engine that propelled Superhuman forward on the path to finding our fit.
Determined to move the needle, I became singularly focused on ways to improve our product/market fit score. The responses to each survey question would be key ingredients in what became the framework for fulfilling our goal.
To go even deeper, I wanted to better understand these users who really loved our product. I hoped to paint as vivid a picture of them as possible, so I could galvanize the whole team to serve them better.
This is a very powerful question, as happy users will almost always describe themselves, not other people, using the words that matter most to them. This lets you know who the product is working for and the language that resonates with them (providing valuable kernels of insight for your marketing copy as well).
With our HXC in mind, we had a tool to focus the entire company on serving that narrow segment better than anybody else. Some may find this approach too limiting, arguing that you shouldn't narrow in on such a specific customer base early on.
In essence, it's better to make something that a small number of people want a large amount, rather than a product that a large number of people want a small amount. In my view, the product/market fit engine process of narrowing the market massively optimizes for a product that a small number of people want a large amount.
To fine-tune who we took our cues from, we segmented once again. From analyzing our third survey question, we knew that happy Superhuman users enjoyed speed as their main benefit, so we used this as a filter for the somewhat disappointed group:
With a clear understanding of our main benefit and the missing features, all we had to do was funnel these insights back into how we were building Superhuman. Implementing this segmented feedback would help the somewhat disappointed users get off the fence and move into the territory of enthusiastic advocates.
To stack-rank amongst these initiatives, we used a very simple cost-impact analysis: we labelled each potential project as low/medium/high cost, and similarly low/medium/high impact. For the second half of the roadmap, addressing what held people back, the impact was clear from the number of requests any given improvement had. For the first half of the roadmap, doubling down on what people love, we had to intuit the impact. This is where "product instinct" comes in, and that's a function of experience and deeply empathizing with users. (The HXC profile exercise from earlier helps a great deal with developing this muscle.)
The percent of users who answered "very disappointed" quickly became our most important number. It was our most highly visible metric, and we tracked it on a weekly, monthly and quarterly basis. To make this easier to measure over time, we built some custom tooling to constantly survey new users and update our aggregate numbers for each timeframe. We also refocused the product team, creating an OKR where the only key result was the very disappointed percentage so we could ensure that we continually increased our product/market fit.
Reorienting Superhuman around this single metric paid off. When we started this journey in the summer of 2017, our product/market fit score was 22%. After segmenting to focus on the very disappointed set of users, we were at 33%. Within just three quarters of our work to improve the product, the score nearly doubled to 58%.
In the twists and turns of following this process, I found a way to define product/market fit and a metric to measure it. Our team had a single number to rally around instead of an abstract goal that left us feeling hopeless. By surveying our users, segmenting our supporters, learning what users loved and what held them back, and then dividing a roadmap between the two, we found a methodology to increase product/market fit.
Rochester's City-run Public Market has served the community at its 280 North Union Street site since 1905. The Market is open Tuesday, Thursday and Saturday, year-round (except Thanksgiving, Christmas Days, or Independence Days that fall on Market days). Vendors--selling from over 300 vending stalls on busiest Saturdays--offer local produce; produce from around the country and world; meats and seafood; eggs and dairy products; baked goods; ethnic delicacies; prepared and packaged foods; specialty items; general merchandise; and more in three covered outdoor vendor sheds and also a fully indoor shed. In addition, an array of independent local businesses--cafes, food stands, coffee shops, specialty food purveyors, breweries, retail shops, and more--can be found on Market grounds and in the surrounding Market District.
Public street parking and paid private lot parking are also available in the surrounding Market District. A pedestrian and bicycle bridge over Union Street is available to and from the large Trinidad/Scio Street lot.
The Market Token Program provides special wooden Tokens to those with SNAP (Supplemental Nutrition Assistance Program) benefits that can be used to buy food products from over 100 participating Market vendors. Often, SNAP recipients using their benefits at the Market also can receive up to a 50% bonus via the New York State Fresh Connect Program.
The Market Token Program Center is behind the Market Office (two-story brick house) in the small white boxcar-like building, and is open year-round on Tuesdays and Thursdays from 8 a.m. to 1 p.m., and on Saturdays from 6:30 a.m. to 3 p.m.
The Market offers merchants a volume and variety of enthusiastic, loyal customers. There are four vending sheds: three outdoor covered open-air ("A", "C", and "D") and one enclosed ("B"). Open-air and enclosed shed stalls are available on a daily basis; some open-air outdoor stalls may be available for seasonal or annual licenses. For specific rental rates, license availability information, and other vending information: call the Market Supervisor, Tuesday through Friday from 8:00 a.m. to 1:00 p.m. (585) 428-6907, or email pma...@cityofrochester.gov. Or click here for a page that includes information, instructions, and applications for regular market and special event vendors.
The Friends of the Public Market is a non-profit organization that exists to "make the Market more." The Friends serve the Market in many important ways: they manage the Market Token Program for SNAP recipients, Market-branded merchandise sales, Market Tours, run the annual Artist Row event, and much more. If you love the Market, the Friends are a great way to get more involved and immersed! Learn more about the Friends and connect with them at www.marketfriends.org.
The Market hosts over 40 free-admission special events every year! Garage Sales and Super Fleas, Flower City Days, Bands on the Bricks, Food Truck Rodeos, Gospel Jubilee, Artist Row, Halloween at the Market, Holidays at the Market .. these and more events add to the Market's variety and offerings to the community!
The Friends of the Public Market sell a wide array of Market-branded merchandise, to include shopping bags, hooded sweatshirts, tee shirts, caps, travel mugs, "onesies" for baby, history books, cookbooks, aprons, bumper stickers, and more. The Friends also sell Market Gift Tokens, which guarantee glee for the Market lovers in your life! Look for the merchandise table at the Market on Saturdays (it may be in the outdoor sheds or indoor shed).
The Friends of the Rochester Market, our non-profit partner, offers Market tours to adults and youth. The tours focus on the past, present, and future of the Market. Learn more about our tours; make an inquiry by calling 585-428-7292.
A fully volunteer non-profit, the Flower City Pickers are dedicated to collecting food on Market days and providing it to community organizations and neighbors in need. They also divert food waste to farmers for animal feed and for composting. Learn more about the Pickers
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