This sounds like an obvious thing, but bear with me, because I have a motivating anecdote: If your firm has two products A and B, and B is clearly better for the customer, and the customer is trying to purchase A, suggest B and tell them why it is better.
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Here's my motivating story: I was recently doing end-of-year financial management tasks on the Japan side and applied for A from a Japanese bank. B is, in this case, strictly superior to A along all product dimensions, and more lucrative for the bank, while lower cost to me.
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I was unaware of the existence of B until a few minutes ago, a few days after I had applied to A. I Googled A and ended up on a page saying "Hey FYI here is the dissiderata for when B is better." That decision tree is decidable given information on the application for A.
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Why. The. Heck. Would you not have your application say "Hey Patrick let's do you a solid here and *cough* triple the LTV of this interaction." Now I have a pretty good hypothesis for why this is true for a Japanese bank, specifically, and it is org tech dysfunction.
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But I have had this argument at US tech companies, too, and *there* the argument is usually someone with an engineering background on the product team saying "Well if the customer *wanted* B they would be trying to buy B but they're trying to buy A, so we should respect that."
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Replying to @patio11
I have a slightly different counter-argument: have seen some evidence that the attempted "you actually wanted B" re-direct can cause straight-up abandonment due to confusion + 2nd funnel step. But obviously depends a lot on specific product & execution. Worth testing.
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Yep, and that is a genuinely good thing to worry about, but it seems entirely solvable from a product perspective. (I mean, you could wait until I say yes to A and then "On review of your application, B is better fit (why?); click here and we'll instafix" in flow or via email.)
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