![]() The action(s) that best correspond with retention might not even be around using what you consider a core product feature). The first step, of course, is figuring out what kind of behavior you want to identify as the basis of “power usage.” This sounds like a simple task (and it might be, depending on your product), but the Aha! moment isn’t always obvious, because it’s not necessarily the most-performed action or the one that seems most vital to you or even just one single moment. People who became successful using your app or service probably did something differently from those who churned out early-if you can figure out what and why, you can start to reverse-engineer that path for your other users. Figure out what converted them and got them so excited to keep using your product every day or every week. Find the patterns in the stories of people who do get your product. I frequently get asked what are benchmarks for retention after one day or one week….Ignore the benchmarks. Josh Elman, who helped grow user bases of products like Twitter, Facebook, and LinkedIn, explains the value of uncovering your power users’ stories: As Chamath Palihapitiya explains, a keystone like “7 friends in 10 days” was something to frame a user experience around, a simple representation “of what it was to both capture core product value, to define what it meant to be able to onboard into a product … and then to basically iterate around that.” Find Your Power Users When you understand what your users value, you can look closer into how they behave and begin testing out various theories as you search for your Aha! moment. Once users add contacts, or invite friends, or perform actions in your app, they’re more likely to stick around for weeks. They’re quantitative goals in that they represent a succession of behaviors or events. “7 friends in 10 days” worked as a signpost despite being imprecise, and that comes back to the fact that Aha! moments themselves aren’t that precise. When you walk in with a vague mandate, you don’t. When you walk into your office with an explicit, measurable goal written on a whiteboard, then you know exactly what you need to do to be successful. The point of codifying their Aha! moment as “7 friends in 10 days” was to give the team a unifying goal to shoot for. “8 friends in 11 days” or “9 friends in 12 days” could have been just as successful. The Growth team at Facebook, for example, have been open about the arbitrary nature of getting users to precisely “7 friends in 10 days.” The number is an estimation, a signpost. One problem with the Aha! moment framework is that it can come off as overly reductionist. By devoting their efforts to bringing more new Facebook users to their Aha! moments, the Growth team grew Facebook to a billion users worldwide. Much of Facebook’s growth in the ensuing years came about because they were able to take that knowledge and leverage it. ![]() ![]() ![]() You judge whether and how this happens on a product-by-product basis, but the end-result you’re looking for is usually conversion or long-term retention. The Aha! moment is the point in the user experience where your product’s value becomes clear to your users. Hitting 7 friends (in 10 days) became Facebook’s Aha! moment. Have you heard of Facebook’s “7 friends in 10 days” rule?Įarly on in the life of the company, the Growth team discovered that a Facebook user who added 7 friends within their first 10 days in the app was far more likely to stick around for the long-term. ![]()
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