Bora Savas

It's also important to understand the churn context. Differentiate between voluntary and involuntary churn, as voluntary churn (customers choosing to leave) can indicate dissatisfaction or competitive disadvantage, while involuntary churn (e.g., payment failures) might be addressable through operational improvements. It's also crucial to analyze churn with customer lifetime value, as reducing churn among high-value customers should be a priority. By segmenting churn based on customer value and behavior, you can tailor your retention strategies effectively.

Getting what customers want right is key, but don't fall into the trap of overthinking it before you've even got an MVP out there. The best way to figure things out is by diving into the real world. Sometimes, what folks say they want isn't what they end up using. My advice? Move quickly, make a basic version, get it to your users, and tweak it as you go based on how they're really using it. The best feedback? That comes from real-life use, not just from surveys or guessing who your users are.

Churn is more of a sign that something's off, not really the main problem itself. The real deal is figuring out why people are leaving, not just counting them. If we get too hung up on the percentages, we might miss out on the real gold – the feedback from customers that helps us make our product better. In the early days of a startup, that's what we should be all about, listening to our users and tweaking our product. That's where the magic happens, where we really learn and grow.

They are both powerful tools but don't treat them as static blueprints. Your startup is a dynamic entity, and these tools should evolve alongside it. Regularly update them, they're not just a one-time exercise. Be data-driven and evidence-based in your approach. If the data suggests a change, be ready to pivot.

VPC is like a cheat sheet for understanding what your customer truly needs. It's not about what you think they need, but what they actually want and struggle with. It's a good starting point but, the VPC can sometimes oversimplify the complex nature of customer needs and market dynamics. The real world is messy and unpredictable, and customer preferences can change rapidly. This tool, while excellent for initial framing, might lead some entrepreneurs to become too rigid in their thinking, not adapting quickly enough to real-world feedback.

The BMC is like a high-level map for your startup journey. It's important for entrepreneurs to sketch out their ideas in a structured way, and the BMC provides that framework. It forces you to think critically about the key components of your business; from who your customers are to how you're going to make money. It should be used as a guide to your thinking, but stay open to learning and iterating based on real-world feedback. The BMC is a tool, not a rule.