Oroson is an Irish based company that brought a revolutionary solution in feedback exchange and team collaboration. In a few words, they offer a hub where teams can upload any file type and their colleagues can pin their feedback on it.
When Daniel, the founder of Oroson, first came to us, he mentioned that they had marketing problems. As he explained, they did have power users that were very fond of Oroson and their retention was pretty high. Yet, their marketing efforts could hardly bring new users onboard. In other words, acquiring new customers was very expensive.
To reach the heart of the problem, we began with a Value-gap analysis. We interviewed power users, churned users, as well as fresh users. And eventually we found out that behind the marketing issues, there was a positioning problem. Their VP was a nice-to-have one, not a must-have.
During interviews with power users, we discovered some amazing use cases that were way more specific than the current positioning. Yet, new users would never hear about them since these cases were not part of the solid positioning and communication.
At the same time, we began to build mockups for the new product.
In order to test what we were building before scaling it, we implemented an innovative research appliance, following the steps below:
This way, we created a feedback loop that helped us educate ourselves on who our ICP is. We reached out to more than 300 users and call after call, we began to have an extremely detailed portrait of our ICP. We knew exactly who our ideal customers are, where they work, in which position, what are their pain points, what exactly do they need e.t.c.
At the same time, some of the people that joined our calls were interested in the product. So we added a CTA that invited them to book a call and be the first to know when the product launches.
So it was 3 in 1:
..all at the same time.
And what is even better, this procedure cost the same or even less than acquiring new customers with ads. Plus, we had an extremely empathetic feedback loop right from our ideal customers.
So we were either getting the client, or the feedback.
So, by the end of collaboration:
Oroson was a very interesting case as we practically changed direction and stripped down the product to give it a lift.
A product’s success has nothing to do with the number of features it provides. Sometimes, less might be more. At the end of the day, more features might go against a seamless experience.
In addition to that, outcome-driven research is not about “what features to build”. It’s about the job-to-be-done of users. You know you are on the right track with your ICP when you have an insane empathy level that allows you to say ridiculous details about your users’ profiles.
Research-driven sales brought this knowledge to Oroson and led to thriving results.