1. I want to make sure that I distinguish between net-promoter score and the ‘very disappointed’ number. I do think that they’re actually different. I would say, for example, that Virgin America probably has a pretty high net-promoter score but if you look at it, it’s not that differentiated from different airlines, so, in a sense, net-promoter score becomes more important in a relatively undifferentiated category. The question that I’m talking about, if you’re a brand new company coming into a category that exists and you’re not very differentiated, you don’t have a chance. Therefore, you have to start by being able to create a must-have product. It’s not that you don’t have a chance, because clearly Virgin America would be an example of a relatively new company that has been successful. To me, I wouldn’t put my money on companies being able to come in with a nice-to-have product and a high referral rate, a high recommendation rate, but on a nice-to-have product. I would always put it on the must-have product because of the sticking. The one thing that a high net-promoter score is that you’re a lot more vulnerable if you suddenly burn your relationship with users, that net-promoter score could drop overnight. One bad Puerto Rico move. Where, if you’re a must-have product, you can screw up many things on the relationship with the users, but if they don’t’ have a good alternative they’re going to stick with you. They’re going to hope an alternative comes out, so you should definitely maintain a good relationship with users. I just wanted to separate, I think having a good number on that does generally correlate to a good recommendation rate, so there’s some correlation, but I think for a start-
    Up that net-promoter score is not as important n the early days. Fortunately, in the case of Eventbrite, they were really strong on both numbers. The ‘very disappointed’ number to me is something that is essentially a milestone for the business to basically say, ‘We’ve created something that is now a must-have and we can go from that super low-burn, super patient, conservative mode of just gathering feedback, where it may take us years to get there.’ To ‘All right. This is an inflection point in the business where our priorities have changed. We want to start growing this business as quickly as possible. There’s a few things we need to do first so that we can efficiently grow the business.’ That’s the part where I come in to essentially help them get through those parts quicker because I’ve done it multiple times.
    Sean Ellis - http://mixergy.com/sean-ellis-interview/
    2. 1 month ago 

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