“Switchers” — Customers don’t just buy a product — they switch from something else. That something else might be nothing. In the world of disruptive innovation, a switcher could be a person who is underserved or not served at all. The transistor had no market in the mid-1950s. When Sony developed the hearing aid, they were competing against nonconsumption. You were switching from not hearing to having something that might be crummy, but it worked.
Customers don’t just leave a product — they switch to something else. It’s in these switching moments that the deepest customer insights can be found and are easiest to uncover.
My research indicates that the moment of switching is important, but it’s not necessarily where you learn the most information about potential customers. Imagine if you could model and predict what your non-consuming and consuming customers will do next with no data. What I mean is you will have no date of the past; no clicks, no cookies, maybe a sign-up but more likely not. Can you predict what people will buy based on theories? Yes, that’s the most important way to understanding a customer — rapid testing and prediction.
I’ll introduce a simple framework and a quick customer interview technique to help product managers better leverage the drivers and blockers that drive sales and churn: You’ll understand why people switch from one product to another and how you can increase the odds that the switch goes your way.
The hyperlink is a set of slides on “switchers”. I’m just not the person to interview people. I think you can derive deep thinking From the interview process especially when adequately conducted and you have removed as much bias as possible. The world I come from does not allow us the time to do this. Fast-paced companies need to do something little different. That’s why invented a technology that works inside of the fast-paced environment. Again it does not solve all the problems, but it sure gets you to business a lot faster.