Jeff Lash

So that begs the question of, do we want those customers as the target markets?

Because that's the first question.

So if we've already said, hey, we're going after market A and all this feedback is coming up from market B and we don't care about market B, that's really easy.

But sometimes you have to raise that question to the leadership and say, hey, I know you've told us that

Market segment A is our target, but we've got a lot of customers in market segment B and they're giving us a lot of feedback.

So we need some guidance.

Like, do we care about them or not?

Or how do we care about their importance?

So I think that can be one real good kind of sifting factor litmus test first.

I think the second is also personas, right?

So understanding the different personas, especially again in B2B, we've got lots of different

buyer personas and user personas that are interacting with our product or with the buying process.

So understanding the relative importance of those, especially when you're trying to make a switch, when you're saying, hey, we used to sell this product into IT.

Now we're trying to sell it into marketing.

We used to sell this to small businesses.

Now we're trying to sell to enterprises.

I think understanding, you know, all feedback is not equal.

So I found those two factors are really helpful just to narrow it down.

And then you start looking at

volume intensity you know things like that uh yeah uh that you just hit on it right there sometimes there's a trend of feedback that over time maybe the first few times it was just a small bit of feedback and then over time it really morphs into something that's really important i'll give you an example uh when i when i worked i spent the vast majority of my career working for hertz the carnal company