From one piece Finding hidden growth opportunities in your product | Albert Cheng (Duolingo, Grammarly, Chess.com) 15 beliefs · youtube.com
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Yeah, I mean I used to think it was versus, but now I realize that they combine really well. It could be rocket fuel for for your growth.
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I actually in many ways see language learning as like their first vehicle. And what they have a superpower in is that again, the motivation, the habits, etc.
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And it's actually worth spending some time making sure that that kind of resurrected, for lack of a better word, experience inside the product is really excellent and that you find novel ways to try to bring them back.
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korrents.com
For a product you install rather than open, activation is the decisive moment and it carries the user for years.Their words
One exception is that Grammarly was a different type of product in that you install it and you don't proactively open it every day. So that was kind of interesting to me because I assume that you should always just focus on existing user retention. But for a product like Grammarly, it's actually the activation, installation, aha moment that's really really critical and will carry the user for a very very long time.
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I think especially if you have a product that has daily frequency like that's actually the retention that matters the most is that like of your existing user base that has developed a habitual pattern how sticky is your product and it's that retention rate that really compounds and build that builds that daily habit.
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I think when you have your D1 retention somewhere around like the 30 or 40% mark, like that's quite solid, I think, for for a consumer app.
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Yeah, I mean user retention is gold for consumer subscription companies. If you don't retain your users, then a lot of the onus is on getting them to pay on like day one. That's super hard, right?
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I think if you have especially a B2B feature where you may have some lock in reverse trials can be super powerful. You just want to get people in there. You don't need to ask for their credit card because they're using your CRM or they're investing quite a lot of time in like building out, you know, material and content. And so by the time that window drops, you actually like feel, oh man, I probably should keep this and and start paying. I think for a lot of consumer products, it's a little bit harder for that to work. And so I've typically seen more just normal free trials be be the norm.
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and so I think this is interesting just modernization learning that especially if you work on a premium product try to have your free product be a reflection of like everything that your product can offer you. Obviously, to an extent, there's some costs involved with some of the paid features and things like that, but it generally will pay it for itself if you're able to put your best foot forward um and go do that.
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I would say though that something that is kind of annoying to me is that we haven't yet figured out the bridging from the tinkering to the workflow quite as seamlessly as I would like.
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And I think what's also kind of interesting is that just human nature is that if you have a question that you feel like, you know, you might be a bit embarrassed to ask or you don't want to bother someone, you just don't ask the question, right? And so by the nature of having these tools, you get actually a pretty large explosion of questions being asked.
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And if I'm starting to see like more and more experiments that are not statistically significant, that may be a signal to me to say, okay, we might have kind of tried to exploit a little bit too far. Like there might not be as much juice to squeeze.
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I mean in my experience the typical win rate and I hate to use that term for experiments is is often something like 30 to 50%. Like usually you're not actually get like you're trying a bunch of things a lot of hypotheses turn out not to be true. you know, consumer products are very unpredictable like that.
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When you lose a game now as opposed to surfacing your blunders and your like horrible stuff that you did, we flip it on its head. And so we show you your brilliant moves, your best moves. And we have coach say something encouraging. You know, losing just part of learning like keep it up, that type of thing. That change alone was pretty dramatic for us. It grew game reviews by 25%, subscriptions by 20%
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If you do too much exploration, you can have your team feel a little bit too scattershot, just trying a 100 different random ideas. What's the through line? What's the strategy? How do you pattern match, you know, successes across them? And if you do too much in exploitation, which is often the MMO of growth teams, it can lead to this like saturation and stagnation where you're just locally maximizing a thing.