Loading...
"Our product is really good—why isn't it selling?" The answer isn't a lack of marketing; it's that your product hasn't become a 'commodity' that opens customers' wallets. Through the Calm case study and Golden Circle theory, we explore how to design value, not features.
A user base of 100,000 does not persuade investors. Through three vital signs—LTV, CAC, and cohort retention—we examine the structure of 'predictability' that investors actually verify.
Your next customer isn't in some distant 'new market'—they're right where your first customer is pointing. Learn the framework for tackling adjacent markets by distinguishing feature expansion from problem expansion and growing step by step along the path of customer trust.
Customers hire a product for results, not the product itself. Users focus on their work efficiency, managers on team performance, and executives on company growth. Their needs are all different.
Through the Airbnb case and Daniel Kahneman's System 1 & 2 theory, we've organized a 3-step interview framework for extracting needs from customer wants.
Building a product without a customer hypothesis is like cutting a key with no lock to open. Just as GoPro found 'surfers' before 'everyone,' we've outlined the PPC framework for early-stage startups to establish target customer hypotheses.
Juicero raised $120 million but couldn't find a single real customer. Facebook targeted only Harvard students and won the world. A startup's starting point isn't the product—it's defining the customer.
More companies are hiring for business development positions, yet few organizations clearly define the role. By comparing BD success and failure cases across large corporations, mid-sized companies, and startups, we examine the conditions under which business development actually works in the Korean market.
Check your current business stage with an AI diagnosis,
and map out your next steps together.
