
Every successful rocket launch starts with tiny adjustments on the pad.
Same with your product.
I always remind clients how those first 100 sales are NOT focused on revenue.
They’re your mission control center.
Each one provides hidden nuggets about your product–market fit that could make or break your success at scale.
Think about it: A 5% return rate at 100 units is frustrating.
At 10,000 units, it’s CATASTROPHIC. (More on this in Chapter 20 of I Need That.)
I tell clients: “We’re aiming the rocket.”
Micro-adjustments now prevent massive course corrections later when you’re burning serious fuel and deep into the journey.
Your early buyers will tell you stuff no focus group ever could:
- Why they actually bought (often not what you assumed)
- Which features they ignore (probably your faves or the ones you invested in heavily)
- What almost stopped them from buying
- Who else they considered
- What they tell friends about your product
But you have to ask.
And listen.
Very carefully for both.
The trick is gathering deep insights WITHOUT overwhelming these precious early adopters with lengthy surveys most won’t answer. A casual, personal email from the founder is hugely effective. (And a similar thing should be automated for future buyers.)
One simple question I love: “What would have made this an easier decision for you?”
It often unveils one or more of the above points.
Action for today: Create a simple 3-question feedback loop for your next 10 customers. Focus on uncovering barriers to purchase, not basic satisfaction scores.
Need some help aiming your product rocket? Let’s talk about extracting maximum learning from early sales — tap reply or check out Graphos Product, the product launch consultancy I’ve been leading for 30+ years.
Laurier
Product Payoff: When Away launched its smart luggage, the first 100 customers revealed they cared more about battery placement than charging capacity. That wee little insight helped Away keep its removable batteries under the 100 watt-hour limit and dodge the airline battery ban that killed its competitors.