Sean Ellis says in Hacking Growth about the Product / Market Fit Survey: “One caveat: the Must-Have Survey isn’t recommended much beyond the stage of determining whether you’ve achieved core product value. For one thing, once your growth has taken off, it’s not a good idea to even suggest to your customer base that the product might be discontinued by asking them how they’d feel if it were no longer available. Can you imagine the panic if Facebook sent its users a survey suggesting it might go away?” I work with a b2b wholesaling / manufacturing company that has been in business for 40+ years with millions in revenue. While the company has obviously grown, I’m not actually positive all this growth has been from a secure product / market fit (as measured by a 40% Very Disappointed rate). The company is in a commodity market to start, with most competitors offering the same or very similar services. It appears that most of the growth has been driven by building relationships, established industry presence (40+ years in business), and other more ‘traditional’ methods than a rigorous product / market fit. So the question is, how should I conduct a product / market fit survey without scaring people that the company could go out of business? Would love your feedback.

How to think about Product Market fit as a series of tests rather than a definitive point and how it all relates to growth.

In this article, I look at Product/Market Fit from a mobile perspective and make some suggestions on how to assess the level of PMF for a mobile app, with reference to some of the articles from Sean Ellis, Brian Balfour, Andrew Chen, Marc Andreessen and Casey Winters on the topic of Product/Market Fit.