About 80% were willing to pay a certain amount per year. And roughly 20% were willing to pay the same amount… but per month.
That was one of the striking differences that emerged after dozens of customer interviews.
One segment on paper
We had defined the segment we were targeting, and on paper many of the customers looked alike in size and some basic characteristics.
As the interviews went on, two different patterns started to emerge:
- One group was focused on meeting its core business needs.
- A smaller group was looking to improve how it worked. It had clearer specialisation in certain tasks and a stronger interest in automation and performance. And it was willing to invest more for that value.
A signal, not the only evidence
The difference in what they were willing to pay wasn't the only factor that led us to this conclusion. But it was one of the signals that confirmed the two groups had different needs, and were looking for different value.
What it changed in the product
This shaped our product decisions. We reorganised our priorities around the needs of the smaller group, and decided to serve the other group with a simpler solution at a later stage.