The people at Litmus and MailChimp have produced this info graphic (below) which explains the ins and outs of email subject lines and the affect they have on conversion perfectly. Enough from me, read on!
A while back I wrote a blog post saying I thought the forthcoming release of Windows Phone and it’s metro interface (plus subsequent Windows 8 release) would probably trigger a change in fashion with regards digital design. This was partially demonstrated by the MySpace new design also.
Seems this prediction may have been salient, as I’ve started seeing a variety of designs popup both on software and websites which clearly owe a nod and sometimes more, to the Metro interface.
What designs have you seen which look like bastard children of the Metro UI ?
Note the menu design on the Port du Soleil website navigation and the new AVG anti-virus navigation.
Back in December 2010 I predicted that there would be a design shift the following year, toward cleaner lines, sharper less fussy – less “Web 2.0” – designs.
It’s taken longer than I thought but apparently we’re still moving in that direction!
The imminent Windows 8 is all about this, continuing the theme from it’s elegant (if a little Ux flawed) younger Windows Phone UI cousin. But also, MySpace is joining the fray, as my office neighbours at VentureBeat have just demonstrated publishing a video of the new MySpace UI.
As you can see it’s remarkably clean and utilises the vast screen real-estate which most desktop computers and many laptops now have. Why people are still designing for 1024 width is beyond me; or at least they should have sites which shrink gracefully and optimise for at least 1366+ and as an aside, there are some startling similarities to our new UI design for The Taploid (launching next week)… great minds think a like perhaps!
But I digress…
In terms of colours I’m unsure whether the darker shades may become tiresome after a while – certainly I find that the Adobe CS5 and CS6 suit which has switched to a dark style UI can be annoying. That said many Adobe Air products ended up like this, such as Tweetdeck and I was happy using them.
The whole MySpace UI video can be seen here.
I wonder what is next, a return to IBM PC Green?
It’s a question which internet entrepreneurs perhaps don’t ask themselves often enough.
Easy to say of course, but let’s be clear that it’s entirely understandable entrepreneurs don’t ask this question enough.
To branch out on your own to go and build the worlds ‘next big thing’ whether for consumer users or a fantastic thingy-wotsit for enterprise customers, you need to not only dream but suspend your realism-gland to actually take the risk to invest your entire life into acheiving what often feels like the impossible.
However there ARE actually things you can do to de-risk your start-up and increase the likelihood of your decisions about the nature of your service and the functionality of your shiny new thing, being right, not wrong.
Getting Others To Eat Your Dogfood (before you invest $500,000 in dog cans, entrails, label design and advertising)
I’ve learned the hard way that building the wrong thing is virtually inevitable unless you actively embrace a process against doing so. Once we got lucky and got it right, another time we worked out what we should have been building but by that time when we realised the error we’d been at it a while.
In summary, without testing ASSUMPTIONS you risk having already burned through a bunch of cash and being in a weaker position to a) get more cash and b) pivot, even if you do finally work out what is wrong with your product.
Don’t feel bad, even experienced entrepreneurs make the mistake of just accepting their own ASSUMPTIONS. Just look at Color (although at least they don’t have much chance of burning through all their cash – yet – as they’re sitting on $40m). Most start-ups -especially in Europe- don’t have that luxury.
The temptation to assume a product is not getting 100,000’s of active users is to say because “it needs X functionality”. This is almost always wrong.
It analogous to when Sales people come back and say “The problem is, if it just did X we could sell it.” In my experience it is usually the sales person selling the product in the wrong way or to the wrong people.
The simplest solution to avoid this problem is that BEFORE you start building your shiny new thing is to sit down and right out all the ASSUMPTIONS you are making about your product.
Then find the quickest, dirtiest way – ANY way – to test these ASSUMPTIONS and prove them right, or not. That means even if you do it all by hand, or fake your website automation and do it manually: in other words, whatever it takes.
Imagine building a time machine. Your assumptions are:
- People want to travel in time
- People will pay for travelling in time
- People won’t be so shit-scared they will never take the leap of faith to trust your technology
Three basic assumptions. The answer is to all three “yes”, right? well, perhaps; but until you have PROVEN it you really don’t know.
The capital expenditure of building a time machine is high, the technology significant. Be much better to find a way to test if people really want to travel in time first.
Furthermore, what other features would people expect? 100% guarantee of not re-appearing with limbs in the wrong place? What risks and worries do users want removed before they will risk using the service? What should the price point be?
How could you test these assumptions?
Maybe set up a room at CERN, advertise in person at a suitable event where people have lots of money and ask them if they will book a trial visit to come and see the Time Machine.
Clearly, I’ve chosen an absurd example – but you get the idea.
Back On Earth
What did Dropbox do to test if it had demand for it’s product? While simple it is a big technological challenge to build something across as many platforms and as seemlessly as they have.
The answer is that investors were unconvinced of the size of the pain being experienced by users doing file transfer before Dropbox existed, despite the Founder having a list of 4000 people wanting a trial (i.e. existing services were NOT easy or slick, but was this a big enough pain that users in their 100,000’s would pay for a service like Dropbox? This was an assumption and there was no proof of an answer, no even quantitative evidence).
Not being able to build the service properly without lots of time and money, the Founder created a slick video, targetted at geeks, full of in jokes, to fake a demo of what his product did. 75,000 beta sign up requests later, he had a significantly larger weight with which to argue his ASSUMPTION was correct.
We’re No Longer A Start-Up (or we have a product!)
This also applies to to new functionality, a product or division from a larger company. Indeed, any enterprise large small funded or not which is trying to build something which involves unknowns.
With a healthy step back toward reality, one wonders if Richard Branson was testing ASSUMPTIONS when he started taking pre-orders at $125,000, years before Spaceship One even took off, to fly into the earths orbit. Would he have continued if no-one signed up and paid the money?
The Dropbox example comes straight from a new book called “Lean Start-up” which was launched last month at Techcrunch Disrupt. If you’ve not read it, I would recommend it 100%. Rarely does a book appear which could literally make the difference between your start-up succeeding or failing.
Eric Ries has done a brilliant job and although the initial blurb regarding the ‘nature’ of a start-up at first seems hypothetical, he soon gets down to examples of why proving ASSUMPTIONS is all important; and finally thanks to him, I have a far easier way to explain to first-time start-ups what they should be doing, before they launch into building a time machine.
Excerpt of his book here on Techcrunch; or better, just click below and order it now.
Some time ago (well five years in fact) I had to the colour for the branding of my [last] start-up. I chose purple.
At the time it seemed a bold choice. There were no other purple sites out there.
At the beginning of it’s bid for stardom, Facebook blue had just begun it’s assault. Over the years this colour has been very hard to avoid with everyone seeming to fall for the charms of this reliable and newly reborn colour – blue having been stuck for so many years saddled by it’s heritage with Microsoft.
What other technology flirts of fancy have we seen with colours?
For some years Dell championed the dark grey. There there was Apple with its White iMacs and Powerbooks. Later this gave way to Silver and aluminium.
Prior to this orange had been the order of the day, with easyJet leading the way, Orange the telco in full fledged brand glory and I knew of at least three start-ups which had chosen this punchy colour.
I have seen over the last two years or so, a new love of the solid, dependable regency of Purple though. Rummble’s colour scheme –although largely dropped by the January 2011 business to business incarnation of the company – looks as recent as it could, not 5 years old.
The most recent screen shots of Windows 8 were swathed in this royal, almost religious colour.
Speaking of which, my favourite cassock of my late Grandfather, a traditional – I dare say cliché looking – Church of England priest, for his Purple one. It looked fabulously opulent and offset his longish white hair.
Perhaps that’s why I’m still fond of this, until recently, entirely ignored stalwart of the main set of solid common colours. I think we’ll continue to see a lot more of it in the next couple of years.
Based on 40 applications to the start-up competition I recently ran at the MLOVE confestival, 20 didn’t have a clear contact us page with email, 6 had no contact information at all and 4 had no web presence or even holding page.
I was astonished.
Admittedly, it is a small sample size and focused on very early-stage start-ups; but it I still find the fact baffling.
When you’re running a start-up, there is lot’s to do – I know I’ve done a few – but one key ingredient is to make yourself accessible:
- to investors (who you may need later even if not today)
- to future team members (who you want to begin enticing from day one)
- to press
- to potential partners
- and to customers or users!
Having no website at all looks even worse (and yes even if you are in “stealth mode”). Have a holding page simply giving a project name and team; or be sensible and use something like LaunchRock or a simple google form to start collecting emails of your future users.
If you don’t want anyone to know you’re doing a new start-up, then perhaps don’t enter a competition!
All these factors such as ease of contacting them, the website, the apps, contributed to our choice of the five finalists (and would no doubt contribute to the choice of a journalist to write about you or an investor to take an interest or reach out).
It simply doesn’t bode well for your attention to detail, your ability to design good product or your understanding of user psychology.
(Incidentally, the reason I needed to contact them all was I myself had made an error and neglected to add an email field to the application form…but at least this was a temporary competition!)
Even Some Launched Start-ups Don’t Have One
There was even a service (I’ll leave unnamed) I tried this week which was live and trying to garner users but which had no team page, no contact us page and not even a terms and conditions of use. This is just sloppy, lazy or naive. I’m not sure which of those is worse.
In summary then…
If you have a start-up and have no holding page or contact us form or page with email address that I can find in under 8 seconds or preferably faster, then ADD ONE RIGHT NOW TODAY!
This is certainly one of those blog posts I never, ever expected to be writing.
When Groupon came out, I simply could not understand what the hype was about.
A random, untargeted mass group discount coupon spammed to me every day or week, with some discount which may or may not represent good value ?
Coupons and discounts had been around for years, but as is so often the case in business when the timing for a real explosion in take up is ripe the incumbent at that moment has the best chance of winning the day.
Whatever factors were relevant and converging at the time Groupon started it’s ascent (the discussion of which belongs elsewhere) they had reached critical mass and the Groupon team began hitting a home run.
As an entrepreneur, I should love Groupon. The thing is, it’s not a sexy business. Sending out coupons by email? If you’d asked me will it work back in 2008 I might have wrongly answered that the market was covered already (there’s a lesson there which people I’ve worked with recently have yet to learn!).
Financially though it is quite a sexy business, assuming you ignore the complaints of 50%+ of its business customers (more complaints here) and ignore the naysayers that claim Groupon has a vacuous model and point out that it is losing a lot of money. Yet more negative analysis from Techcrunch about Groupon here. That is a lot to ignore…
Launched in November 2008, they executed a classic city by city roll out starting in Chicago, followed by New York City, Boston and Toronto off the back of $1 million seed funding (only in the US would £700,000 be described as “seed” funding).
As a customer, the reason I’ve not liked Groupon is that it’s dumb.
I don’t want to feel like one of 10,000 mass consumers and most of the deals I am sent don’t appeal to me. They waste my time. Groupon should know what I like, not send me crap I don’t want; but there are enough users out there who the service DOES appeal to: 40 million plus users by most counts.
In under a year of Groupons launch copycat sites appeared like wildfire; within a mere 20 months we had another mulit-zillion dollar company being courted by the Googles and sighted as another start-up mega success. May 2010 Groupon bought European service MyCityDeal, helping secure their position as dominant player in the space.
Well their future isn’t going to be about emailing mass discount coupons ..and our relationship with Groupon as a customer is going to evolve and change…assuming the company doesn’t crash and burn post any future IPO.
But what IS their space?
My hunch about Groupons roadmap became clear when they purchased Pelago in April. Pelago had pivoted a couple of times with their consumer product Whrrl and although there were differences between Pelago and Rummble, I suspect (despite sitting on x20 as much funding as Rummble) they had struggled with some of the same early-to-market problems that I had at Rummble (a company the author founded in 2007. Trying to run a mobile-location based discovery tool for sharing your favourite experiences, with only a few smartphone handsets in circulation and pre-iPhone, was always going to be hard).
So what does the Pelago purchase mean? To my mind Groupons biggest current competitor is Foursquare and the leviathan of Facebook with its local deals.
Google seems to be struggling still to make an impact in the local social space, despite its’ dominance on the web with Adwords.
Groupon will grow into something which looks far more social and Foursquare-like than most people previously expected. The Pelago team bring a wealth of experience in how not to do this and will accelerate Groupon to something beyond a daily deals discount site. With a revenue stream and a base of 40 million users and growing fast, they have the reach and capital to evolve into a major platform. Foursquare is nudging 10 million.
The old school check-in review companies don’t want to be left in the shade either, with acquisitions like Qype buying Cooledeals, everyone is converging on the local deal space.
So Here’s The Beef
There’s a lesson here, which is that IF you can find the backers/investors with the long term vision and understanding (and that is hard to do) you can build a revenue generating company off the back of something boring in order to create something interesting – and wait for the market to mature in the process.
The big question is, was that the game plan all along? Did Andrew Mason have this vision from day one, or did it, like most companies, become clear on the journey. Mr Mason, feel free to complete the comments box below…
STOP PRESS: Foursquare announce a coupon sharing partnership; I guess the adage Keep Your Friends Close, Your Enemies Closer has not been lost on Dens. I wouldn’t be surprised if Groupon buys Foursquare, if he [Dens] ever agrees to sell.
..and more negative press on coupons and groupons: http://techcrunch.com/2011/06/11/google-offers-daily-deals-business-die/