Podia is a course-management platform enabling entrepreneurs to sell online courses, webinars, and memberships. Everything about the Podia branding seems textbook-perfect.
Podia是一个课程管理平台，使企业家能够出售在线课程，网络研讨会和会员资格。 关于Podia品牌的一切似乎都是教科书完美的。
We are all probably aware of the much-circulated example of how Steve Jobs introduced the iPod in October 2001:
我们都可能知道史蒂夫·乔布斯(Steve Jobs)在2001年10月推出iPod的例子很多：
“1,000 songs in your pocket.”
“口袋里有1000首歌曲。”
It was simple, it was concise, and, best of all, it was memorable. This was the turning point when Steve Jobs introduced the world to a revolutionary type of marketing: being customer-focused. He did not describe the new iPod as a touch-enabled with X GB of storage and N MB of RAM. He described how this device could improve someone’s life.
这很简单，很简洁，最重要的是，它令人难忘。 这是史蒂夫·乔布斯(Steve Jobs)向世界介绍一种革命性的营销方式的转折点：以客户为中心。 他没有将新的iPod描述为具有X GB的存储空间和N MB的RAM的触摸功能。 他描述了该设备如何改善某人的生活。
We notice the same trend as we land on Podia’s landing page. Why would anyone create video content online? To make money, obviously! Another great detail that speaks about customer focus is the main CTA (call to action) — “Start your 14-day trial.” Michael Aagaard tested if using the first-person perspective in CTAs would include click-through rate and found that “Create My Account” converted 24.95% better than “Create Your Account.” On top of that, ongoing results we’re seeing at Organisely points towards the idea that “Sign a free trial now” converted around 30% lower than “Claim your free trial.” The final great bit content before the fold is the peer validation they provide through that amazing review video.
我们注意到与登陆Podia登陆页面时的趋势相同。 为什么有人会在线创建视频内容？ 赚钱，显然！ 这充分说明了以客户为中心的另一个伟大的细节是主要的CTA(号召) - “开始你的 14天试用版。” Michael Aagaard测试了在CTA中使用第一人称视角是否会包含点击率，并发现“创建我的帐户”的转化率比“创建您的帐户”好24.95％。 最重要的是，我们在Organisely上看到的持续结果表明，“立即签署免费试用版”的转化率比“要求免费试用版”的转化率低约30％。 首屏前最后的重要内容是他们通过令人赞叹的评论视频提供的同行验证。
Now that I’ve probably convinced you that Podia really knows a thing or two about great landing pages, let’s focus on how they talk to customers. In this twitter stream, Spencer Fry, Podia’s founder, talks about talking to customers. He gauges that in 2017 alone, he spoke to over 4,000 customers on live chat.
现在，我可能已经说服了您，波迪亚确实了解出色的目标网页的一两件事，接下来让我们关注他们与客户的交流方式。 在这个推特流中 ，Podia的创始人Spencer Fry谈到了与客户交谈。 他估计仅在2017年，他就通过实时聊天与4,000多个客户进行了交谈。
He agrees that feedback is valuable in the early days. You can’t have a product without customers. As you grow, it gets harder to gather quality user feedback because, with more users, you get more divergence of opinions. He breaks down the strategy of collecting feedback into several stages based on the number of active customers.
他同意早期的反馈很有价值。 没有客户，就不可能有产品。 随着您的成长，收集高质量的用户反馈变得越来越困难，因为随着用户的增加，您的意见分歧也越来越大。 他根据活跃客户的数量将收集反馈的策略分为几个阶段。
零客户 (Zero customers)
You are just starting out. Having no customers means that your top priority should be acquiring your first customer. Usually, your first customer will also be an evangelist for your product since your product is not probably bug-free and polished. (If it is, then you waited too long looking for customers.) Spencer agrees that it’s a common practice nowadays for founders to talk to customers before designing and developing a product, although it’s not mandatory.
您才刚刚开始。 没有客户意味着您的首要任务应该是赢得第一个客户。 通常，您的第一个客户也将是您产品的传播者，因为您的产品可能并非没有错误且没有瑕疵。 (如果是这样，那么您等待客户的时间就太长了。)Spencer同意，如今，创建者在设计和开发产品之前先与客户交谈是一种普遍做法，尽管这不是强制性的。
Find your first few customers and ask them for feedback at every step of your journey. The ones who reply and engage will be your evangelists.
找到您的前几个客户，并在旅途的每个步骤中要求他们提供反馈。 回答和参与的人将是您的传播者。
1–100个客户 (1–100 customers)
This is when customer feedback is crucial. Your end goal is to build a product that 100 people will love to use. Spencer remembers that he personally emailed and followed up with every individual who signed up during those days.
这是客户反馈至关重要的时候。 您的最终目标是开发一种100人会喜欢使用的产品。 Spencer记得他亲自发送电子邮件，并跟进了那几天签署的每个人。
Not-so-fun-fact: Due to the changes they made during those early days based on customers’ feedback, Podia estimates that only three out of the original 100 users are still using the product. This makes sense because, in those early days, their marketing and branding were not as consistent as it is today. They were not laser-targeted, hence the customers they acquired have varying expectations for the product. When asked for feedback, these customers would ask for the moon. It’s the founder’s most important task to figure out the value in these requests and build something that would help them scale.
不太有趣 ：由于在初期基于客户反馈所做的更改，Podia估计最初的100个用户中只有3个仍在使用该产品。 这是有道理的，因为在早期，他们的营销和品牌并不像今天这样稳定。 他们不是以激光为目标的，因此，他们获得的客户对该产品有不同的期望。 当被要求提供反馈时，这些顾客会要求登月。 找出这些请求中的价值并建立有助于他们扩展的东西是创始人的最重要任务。
Fun fact: While building Organisely, we struggled to talk to our early sign-ups because our marketing targeting was too broad. We were selling a CRM for all types of businesses, with no real focus on the users we cared about. The first three signups had extremely different profiles — two dental practitioners and one beauty salon owner. All of them were acquired through word-of-mouth and were extremely engaged with the product, and we could hardly extract one thing they would improve about it. When it comes to collecting bad feedback though, we used to guess a lot in the early days. We used a tool called FullStory to recorded our users’ sessions and see where they got stuck. The best feedback we got was when we started offering gift cards to users who failed to complete our onboarding in exchange for feedback on what went wrong.
有趣的事实 ：在进行有组织的构建时 ，由于我们的营销目标范围太广，我们很难与我们的早期注册者交谈。 我们当时在为所有类型的企业销售CRM，而没有真正关注我们关心的用户。 前三项注册的个人资料截然不同-两名牙科医生和一名美容院老板。 他们都是通过口耳相传获得的，并且对产品的参与度很高，我们几乎无法提取他们会改进的一件事。 但是，在收集不良反馈时，我们在早期常常会猜测很多。 我们使用了一个名为FullStory的工具来记录用户的会话，并查看他们的位置。 我们得到的最好的反馈是，当我们开始向未完成入职的用户提供礼品卡以换取有关出了问题的反馈时。
101–500位客户 (101–500 customers)
At this stage, feedback is still very important. At this stage, you will get much more diverse feedback than before. Your target is to still meet your customers’ needs, but you also need to focus on growing your customer base. People will also ask for more advanced features now.
在此阶段，反馈仍然非常重要。 在这个阶段，您将获得比以前更多的反馈。 您的目标是仍然满足客户的需求，但是您还需要专注于扩大客户群。 人们还会要求更多高级功能。
501–1,000位客户 (501–1,000 customers)
This is the first stage when too much customer feedback can be detrimental. Some of your users say they like something, while other users will say they absolutely hate the very same feature. It starts getting difficult to sift through the noise.
这是第一阶段，此时过多的客户反馈可能会有害。 您的一些用户说他们喜欢某些东西，而其他用户会说他们绝对讨厌相同的功能。 它开始变得难以筛选噪音。
1,001–5,000名客户 (1,001–5,000 customers)
At this size, you begin getting feedback all the time, whether you ask for it or not. This is when a quantitative analysis of your feedback starts being more relevant than the individual piece of feedback.
以这种规模，无论您是否要求，您一直都在不断获得反馈。 这是对您的反馈的定量分析开始比个别反馈更相关的时候。
5,000多个客户 (5,000+ customers)
You send out a survey and easily get 1,000 responses. At this stage, you should use customer feedback as a directional guideline to what parts of the product are complicated, in need of updates, or the most popular. You will get lots of ideas for your roadmap (much, much more than you can ever hope to implement).
您发送调查并轻松获得1,000个答复。 在此阶段，您应该使用客户反馈作为产品哪些部分复杂，需要更新或最流行的方向指南。 您将为您的路线图获得很多想法(远远超出您希望实现的想法)。
Gathering customer feedback is likely one of the hardest things you have to do when you get started. As you grow, you should start extracting directional feedback rather than focusing on the individual discussions. If you can’t find an organic way to talk to customers, you should segment your audience and attempt to pay those users who were disappointed by your product. If you figure out how to solve their problem, you will find the Holy Grail commonly known as product-market fit.
开始时，收集客户反馈可能是最困难的事情之一。 随着您的成长，您应该开始提取定向反馈，而不是专注于各个讨论。 如果您找不到与客户交流的自然方式，则应细分受众群体并尝试向那些对您的产品感到失望的用户付费。 如果您想出解决问题的方法，就会发现俗称“产品与市场”的圣杯。
Before you jump into something new, do your research. Talk to your customers. You may be surprised by the insights and where they lead.
在跳入新事物之前，请进行研究。 与您的客户交谈。 您可能会对这些见解及其领先之处感到惊讶。
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