Pinterest might add value when a user selecting home décor ideas gets higher-quality recommendations compared to Google search results and interior design magazines. So one potential “aha moment” might be a group call where nobody had any technical glitches. These users are the litmus test of value.įor example, the added value of Zoom might be high connection quality compared to the alternatives. How does your product create added value compared to each of those alternatives?īy far the best way of answering these questions is to hold in-depth JTBD interviews with users who see the value of your product and use it regularly.What alternatives are currently available for accomplishing that “job”?.For what “job” (in the JTBD sense of the word) does your product have a strong product/market fit?.Here are a few starter questions for thinking where your aha moments might be: Starting the search for the “aha moment” with qualitative methods We will be demonstrating how this approach can identify an “aha moment” specific to a particular use case. Without this information you probably won’t be able to understand the user’s motivation or create mechanisms for surfacing value.Ī better approach, then, is to spot potential “aha moments” with qualitative methods and fine-tune them with quantitative methods. You fail to get the user context, alternatives available to the user, or added value. Second, if you look only at metrics, you lose a lot of important information. Quantitative-only methods will overlook these entirely. First, different use cases can have different aha moments and ways of reaching them.But there are two big reasons not to skip qualitative methods: It can be tempting to start calculating the correlation between different actions and long-term user success or measure retention rates among cohorts of users who have performed different actions. So how do we go about searching for a product’s “aha moment”? Мisconceptions about the “aha moment”Ī very common mistake when looking for an “aha moment” is to jump into quantitative analysis right away. These steps will vary for each use case, based on what the user is trying to accomplish with the product. Last time we described the key steps to help users realize the added value of your product. How product teams get the “aha moment” wrong. How well do you articulate value during user activation? Check with the value communication framework.Ģ4. Tax/benefit framework for analyzing user activation.Ģ3. How to improve user activation by obtaining and leveraging additional user data.Ģ2. Reducing friction, strengthening user motivation: onboarding scenarios and solutions.Ģ1. Optimize user activation by reducing friction and strengthening motivation.Ģ0. When to invest in optimizing user onboarding and activation.ġ9. Testing user activation fit for diverse use cases.ġ8. perceived product value matters for activation.ġ7. Value windows: finding when users are ready to benefit from your product.ġ6. User activation starts long before sign-up.ġ5. Designing activation in reverse: value first, acquisition channels last.ġ4. CJM: from first encounter to the “aha moment”.ġ3. Session analysis: an important tool for designing activation.ġ2. When and why to add people to the user activation process.ġ1. Product-level building blocks for designing activation.ġ0. How time to value and product complexity shape user activation.Ġ9. Time to value: an important lever for user activation growth.Ġ8. How to determine the conditions necessary for the “aha moment”.Ġ7. How to find “aha moment”: a qualitative plus quantitative approach.Ġ6. How “aha moment” and the path to it change depending on the use case.Ġ5. The dos and don’ts of measuring activation.Ġ4. User activation is one of the key levers for product growth.Ġ3. When user activation matters and you should focus on it.Ġ2.
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