To build deep customer empathy, embed every new employee—regardless of role or seniority—with a real customer for several days. Their sole task is to solve one real problem, creating an immediate, visceral connection to the company's purpose.
When selling to small businesses, especially in emerging markets, they are often time-abundant but customer-scarce. They are hesitant to pay for SaaS tools that save time or improve efficiency but will readily share economics for solutions that directly bring them more demand and revenue.
As a company grows, new hires lack the context of early struggles. To preserve the original culture, formally document and share stories of early failures, pivots, and near-death experiences during onboarding. This reminds everyone of the core principles that led to success.
The initial period of struggle and repeated failures, while painful, is what forges a resilient team and a strong, frugal company culture. These early hardships create shared experiences that define the company's DNA for years to come.
Actively recruiting entrepreneurs whose own ventures recently failed brings in smart, driven individuals with high ownership and a hunger to prove themselves. This is invaluable in the early, capital-constrained days when you need a team with a founder's DNA.
PMF isn't a one-time achievement. Market shifts, like new technology or major events, can render your existing model obsolete. Successful companies must be willing to disrupt themselves and find new PMF to stay relevant.
Instead of encouraging users to build a large cart for a single checkout, optimize the user experience for immediate, single-item purchases. This reduces friction and builds a habit of frequent, low-consideration transactions, leading to higher long-term LTV than optimizing for AOV.
To truly understand customers, go to their natural environment—their home or shop. Observing their context reveals far more than sterile office interviews. This practice, internally branded "Listen or Die," ensures the entire team stays connected to the user's reality.
In many cultures, women may have bank accounts but lack real control, with husbands managing the finances. This impacts payment choices (preferring cash) and refund processes. Products must be designed for these realities, not just the technical availability of digital payments.
Counter-intuitively, for price-sensitive markets, decreasing average order value (AOV) is a key growth lever. A lower entry price point unlocks a larger segment of the population, increasing transaction frequency, building habits, and ultimately driving higher lifetime value.
To avoid bureaucratic bloat, organize the company into small, self-sufficient "pods" of no more than 10 people. Each pod owns a specific problem and includes all necessary roles. Performance is judged solely on the pod's impact, mimicking an early-stage startup's focus.
The unambiguous signal of Product-Market Fit (PMF) isn't a magic number in your analytics. It's when customer pull becomes so strong that it breaks your supply chain, logistics, and team capacity, forcing uncontrollable growth even without marketing spend.