Edmonton Lean Startup Circle

The converse of this law is that if you are first-to-market, or just as well, first-to-marketing-channel, you can get strong clickthrough and conversion rates because of novelty and lack of competition.

"To this day," Bjork says, "most people think about forgetting as decay, that memories are like footprints in the sand that gradually fade away. But that has been disproved by a lot of research. The memory appears to be gone because you can't recall it, but we can prove that it's still there. For instance, you can still recognize a 'forgotten' item in a group. Yes, without continued use, things become inaccessible. But they are not gone."

Phase 1: Contemplation & Preparation – Present The Problem & Solution So you’ve finally found someone to look at your product. Now your goal is to convince them they have a horrific problem and that you have a remarkable solution. This is something I see less and less. Startups will often litter their landing pages with all the great features they’ve developed, which gains them absolutely nothing if they’ve not yet convinced the viewer there’s actually something in their life that could be improved. To do this, there are 4 basic principles: Describe the problem in your viewer’s terms. Walk through examples of life with and without the problem. Outline a plan of attack. Socially validate the legitimacy of the problem with user feedback. Individuals in these stages are often ambivalent as to whether they should actually put forth effort into changing. Individuals in this stage go back and forth between reasons for concern, and justification for lack of it, with awareness of the pros for changing and an acute awareness of the cons. Show them that the benefits of switching outweigh the costs.

Phase 2: Action & Maintenance – Reward, Reward, Reward You’ve convinced someone to start using your product, and now you want to ensure that they’ll keep using it. The way we lengthen Phase 2, or sustain a behavioral change, is by simultaneously reinforcing the behavior while recognizing the situations which create an increased risk of relapse.

Reinforcement strengthens behavior – a core component of operant conditioning. There are two types of reinforcement: positive and negative. Positive reinforcement is the introduction of a positive stimulus, while negative reinforcement is the removal of a negative stimulus. An example of positive reinforcement is a mother laughing at her child’s joke, positively reinforcing that particular behavior, and likely resulting in her hearing that joke a lot more often.

Phase 3: Relapse – Your Rewards Aren’t Rewarding Relapse prevention involves recognizing the factors that may lead to one reverting back to their old habits, so if you find your users becoming disengaged, then there is likely a flaw in your reinforcement mechanism. The user finds it easier to not use your product. You may have convinced them that your solution is better in theory, but in practice it isn’t. To prevent relapse, constantly measure user engagement and adjust your reinforcers accordingly. Work towards bridging the gap between what you’re selling and what your users are experiencing.

I asked “tell me about your tablet usage, if you have one. What apps are you using?”

Now I have their actual buying behaviour. I looked up those apps to see how much they were, and that’s data I can make good decisions on. You can learn much more from a customer’s ACTUAL behaviour than what they say they would do.

5) You’re (over?)reacting to all customer feedback. Yes, you should acknowledge and thank all feedback, unsolicited or otherwise. But sometimes you have to sometimes agree to disagree. For example, maybe a feature your customer wants is too expensive and your revenue model just can’t justify it. Heck maybe your customer is wrong – it’s happened before. Or maybe that customer is heading in a different direction than you are. Again, that’s ok.

Ramit: The other thing you mentioned is how many people go in saying, “I’ll just do this first, and I need to make my bones.” And you know what? There is a time and a place to do free work. I do believe in free work occasionally. But I always tell people if you’re going to do free work, make sure you are clear about your messaging.

Now, I’m generally not a fan of free work, but I can be strategically. This is what I would say to the client. I would say look, my normal consulting rate is $85 an hour, or whatever format of pricing you’re using.

However, I really like what you’re doing, and frankly, I want to build up my portfolio. I would be willing to do this for three weeks for free if, in exchange, you agree that if I do an extraordinary job, then we can discuss working at my normal rate. Well, who’s going to say no to that? If you do an extraordinary job, everyone’s going to want to pay you.

But in this case, yes, you are working for free. But you are explaining why. That is so important. It separates you from, frankly, the people who are new. They’re new, and you can tell that they’re asking to be taken advantage, because they’re like OK, I’ll work for free. It’ll be fine. Somehow, I’ll go from free to $500 an hour. Doesn’t work. Explain your messaging. Explain your positioning, and people will respect you way more for it.

You will then aggressively leverage this portfolio when attempting to get work at your current billing rates.  I have projects which I did at $X per week which I will use to justify new $5X per week projects at new clients.  If clients ever picked up on the discrepancy – which would require me being stupid like mentioning that somewhere publicly… wait… d’oh – I would say something like “My previous client took a chance on me earlier in my career, when I didn’t have a track record of delivering results to people just like them. 

Ramit:  That’s right. I want to talk about one of the secret sauces of my business, and it’s something that actually nobody really cares about. People think they care about it, but they don’t care about it. It is the research that I do going into building a product or getting a client. And I know you’ve done this as well. It’s funny. The other day, I was asking people, “Hey, if I speak at South by Southwest, what would be a good talk?” Somebody wrote back on Twitter saying, “You should talk about your research methodology.” I said that would be great… for the three people who would attend.

Research is what allows me to charge 100 times what my competition charges… but nobody cares. Nobody wants to see [the hard work which goes into] how the sausage is made.  They just want to see the shiny tactic – the A/B test where you tested the color of this button.

I have a course called Earn 1K, and it’s about how to take your skills and turn them into freelancing income by getting multiple clients and earning 1K. Many of my successful students earn 5K or 10K in a month on the side. So, very relevant to the people listening here. When I started off doing this research, I actually didn’t even think of doing an “earn money” product

You can negotiate your salary. You can get passive income, which for most people, never works. You can get freelance income. You can blah, blah, blah, blah, blah.  [Patrick notes: Ramit would probably round out this list with 1) buy real estate and rent it to people, 2) invest in the public capital markets, and 3) start an honest-to-goodness business.]

Now, you can get good survey data with as few as 20 responses.  For all the engineers listening, listen closely: Statistical significance is irrelevant when you’re doing customer research. I don’t give a damn about P values and anything like that. It’s almost all qualitative.

Now, you don’t have to do 50,000.  Honestly, 100 gets you farther than most people do. [Patrick notes: I think talking to ten individual people who could actually buy your product prior to writing a line of code puts you ahead of the curve, judging from my inbox.  You’ll learn a million times more from 10 people than you’ll learn from your IDE when coding a product built for nobody.]

No SEO wakes up in the morning and thinks, “Damn, I have a WordPress problem.” They wake up in the morning and say, “Damn, I have a business problem.”

I pay them pretty well. I have passed on hiring engineers who may be more technically proficient, but they didn’t understand what I wanted. Honestly, guys, as a business owner, do you think I care if you’re using this technology or that? I just don’t give a damn [about technology]. I really don’t.

What I care about is, is my business going to generate revenue? Am I serving my customers? Is my website going to go down, and I have to be the one who tells you? Or can I go out on a Friday night and not worry about my business?

The guy was doing very well. I believe he was making either 40k or 400k a month. He was doing very well. This guy got pretty interested, and he said, “Hey, I’ve got to take a look at this market.” He spent about four or five months really doing deep research. Lots of stuff, including ad words, including customer research, including buying all the other products.

Once we got those right, sales skyrocketed.  [Patrick notes: cough read writeup in Fortune Magazine cough] I’ll just say that it’s very, very important to understand the words that your client or your customer is using and be able to explain how and why you can help them.

I think we don’t pay nearly enough attention to the exact words people use. Maybe we would if we came from a communications background. Nothing motivates people like having their own words repeated right back to them, which is something that you should try to do more often. It’s just an easy conversational hack to sound more persuasive.

But you have to make your prospective clients feel like you understand where they’re coming from. And that starts with both understanding where they’re coming from, and then communicating like you understand where they’re coming from. Even if you’re building a website for someone, it’s not just a website, right?

2. Customers Know What They (and Other Customers) Want; They’re also Willing to Help

In a study of 1,193 commercially successful innovations across nine industries, 737 (60%) came from customers (i.e., customers can have very innovative ideas). User-created innovations have been successfully utilized to turn around “innovative slump periods.” While #1 is certainly a shocking revelation, there is a unique case study for #2 that really paints a believable picture for just how valuable customer input is.

3. Customers like Loyalty Programs… as Long as You Make Them Seem Easy

In their research on the Endowed Progress Effect, Nunes and Dreze tested two versions of a car-wash loyalty program, which consisted of a card that got stamped after every wash. The first card needed 8 stamps to get a free wash. The second card needed 10 stamps to get a free wash, but 2 stamps were automatically added when the customer joined. That means both cards took 8 stamps total to get a free wash; they were just framed differently. Which one do you think performed better? Their findings: Despite the similar process, the second card performed almost twice as well as the first card, having 34 percent of participants complete it versus 19 percent for the other card. Why is this important? It shows that customers are more likely to stick with loyalty programs if the task at hand is framed as already being started.

4. Creating Goodwill with Customers Doesn’t Take a Lot of Money

An employee on the phone with a customer during a marathon troubleshooting session heard the customer tell someone in the background that they were getting hungry. As she tells it, “So I put them on hold, and I ordered them a pizza. About 30 minutes later, we were still on the phone, and there was a knock on their door. I told them to go answer it because it was pizza! They were so excited.”

What’s actually happening: While the cost of the gifts/actions is quite small, the human mind simply cannot refuse the psychological construct of reciprocity. Reciprocity can be summed up as our natural inclination to feel grateful for favors and our desire to “pay them back,” no matter how small they are (covered quite well by Cialdini in his famous book Influence). The other thing that you must understand about reciprocity is that research has shown us that the intentions of the “giver” can affect the perceived value of the gift. This is why “Frugal WOWs” work so well: Customers perceive the service as a genuine act of kindness rather than as you trying to buy their affection with costly gifts. So remember, it doesn’t take huge expenses to win customers over!

5. Customers Absolutely Adore Personalization; They Will Gladly Pay More for It

Would you believe that waiters were able to increase their tips by 23% over a control group by utilizing something as inexpensive as mints? It’s true, and this research is not only important in helping you understand how to create repeat customers, but also how to keep your customers incredibly satisfied and supportive of your business offering.

The results were surprising to say the least: The first group studied had waiters giving mints along with the check, making no mention of the mints themselves. This increased tips by around 3% against the control group. The second group had waiters bring out two mints by hand (separate from the check), and they mentioned them to the table (i.e., “Would anyone like some mints before they leave?”). This saw tips increase by about 14% against the control group. The last group had waiters bring out the check first along with a few mints. A short time afterward, the waiters came back with another set of mints and let customers know they had brought out more mints, in case they wanted another. That last group is where waiters saw a 21% increase in tips… yet they still were bringing out only two mints. The researchers found that it was the perceived personalization of bringing out the second set of mints and mentioning it to customers (“Hey, I thought I might see if all of you are satisfied or if someone could use an extra mint.”) that made the difference.

Point being: It wasn’t really the mints; it was the personalized experience that they created. It made it perfectly clear to customers that the waiter was thinking of them. Be sure to incorporate this into your own offering: How can you follow up with customers in a personalized manner with free support, training, or reward for trying out your product or service?

Research lead by Melanie Green and Timothy Brock reveals that trying to persuade people by telling them stories works extremely well. The reason that stories (when told well) are so appealing to customers is that you can transport them inside the story and get your point across without directly selling.

Once inside the story, we are less likely to notice things which don’t match up with our everyday experience. For example, an inspirational Hollywood movie with a “can-do” spirit might convince us that we can tackle any problem, despite what we know about how the real world works. Also, when concentrating on a story, people are less aware that they are subject to a persuasion attempt: The message gets in under the radar. Our brains have a tendency to be mostly concerned with enjoying the story and absorbing the message.

For instance, over at Help Scout, I conducted an interview with Leo Wildrich of the BufferApp that discussed how a small team like Buffer’s could possibly handle email support with tens of thousands of customers. The tale of a small team dealing with mountains of support emails was definitely one that resonated with a lot of small business owners, and the post was quite popular and performed well, all without the “hard-sell.”

Everyone loves hearing their own name! The implications of this have been seen across a variety of situations in dealing with customers: People tend to like you more if you use their name a few times during conversations. (But there is a limit; saying their name too much becomes unnatural and insincere.) People open emails with more consistency if their name is included. (That’s a big reason to ask for a name if you want increased conversions via email.) People often assume you are more competent if you know their name; it’s a big part of their identity, and if you recall it and use it, you are instantly viewed in a better light in their eyes. Utilizing customer names when interacting with them directly is an important part of making people feel like individuals rather than a “support ticket.” It’s difficult to scale, but if you care about your customers, it’s an essential part of winning them over. There’s quite a difference between receiving an automated email from “DO-NOT-REPLY” versus receiving one from “Scott” saying, “Hey Greg, thank you for your purchase! :)”

9. Selling “Time” over Savings Can put Your Customers in a Better Buying Mood Have you ever wondered why commercials for “cheap beer” never, ever focus on the money that you can save by buying them? Instead, they create ads and slogans that focus on having a great time (i.e., “It’s Miller Time!”) This isn’t an accident. As it turns out, new research from Stanford reveals that selling “time” over money can make customers more receptive to buying. From Aaker’s research: “Ultimately, time is a more scarce resource—once it’s gone, it’s gone—and therefore more meaningful to us,” says Mogilner. “How we spend our time says so much more about who we are than how we spend our money.” Getting people to think about a period of time they enjoyed (associated with a product) can be much more effective than reminding them that they could be saving money.

10. Bringing up Savings Makes Customers Feel Self-Centered and Greedy

Psychologist Kathleen Vohs has done numerous studies on priming, specifically in terms of how it affects our perception of money. She found through her research that just thinking about money makes us more self-serving and less willing to help others: Two sets of subjects were “primed” with either cues related to money (money related images, essays about making money) or cues that were unrelated to money. Later, subjects were asked to solve a difficult “brain-buster” and to help others do the same (those others being people “in” on the study).

Getting people to think about money and having them enter this “selfish” state can be beneficial or disastrous in advertising benefits to customers. If you’re selling an item associated with luxury or prosperity, this mindset may be a good thing (advertising your mutual fund, financial/retirement services, etc.).

Roger Dooley, author of Brainfluence, had this to say: [Marketers] who should be particularly cautious about money cues are those who want to appeal to the viewer’s feelings about others. Filling viewers with feelings of warmth and a desire to please someone else… and then reminding them about money, could be self-defeating.

Vohs agrees, citing research that shows how money often creates conflict and stress when paired with family issues, due to conflicting interests (Burroughs and Rindfleisch, 2002). The lesson: Be wary of reminding your customers about money if your product isn’t related to serving self-interests.