The metrics actually worth watching
A short set of numbers for your stage — and why the rest are only a distraction for now.
Der Prompt
Pick the metrics for my product at its current stage. Product and model: {what it is and how people pay} Stage: {no users / first customers / steady sales} Paying customers now: {number} What I already track: {list} The main question I need answered: {e.g. "is it worth spending on ads"} Do this: 1. Five to seven metrics, no more. For each: what it shows, how it's calculated, how often to look. 2. Why the other popular metrics are only a distraction at my stage. 3. The single number that shows whether the product is healthy — and how to calculate it for my case specifically. 4. Benchmarks: which value counts as bad, normal and good for my model. 5. How each metric can be accidentally gamed, and what to watch alongside it so that doesn't happen. 6. What to start recording in the product now so there is something to analyse in six months. 7. For each metric: what decision I'll make if it turns bad. If a metric leads to no decision, leave it out.
Alles in geschweiften Klammern ersetzen Sie durch Ihre Angaben.
Beispielergebnis
The number that matters at your stage: the share reaching first value within 7 days. Revenue at 30 customers is noise — one payment swings it. How it's gamed: retention rises if you stop acquiring. Watch new sign-ups alongside it.
Ähnliche Prompts
Your idea broken down into risks plus a one-week test plan — before you spend months.
You are a product strategist who has seen plenty of projects die. Assess my SaaS idea honestly, without cheering me on. Idea: {what the service does} For whom: {who, as narrowly as possible} What the person does today without us: {how the job gets done now} How I plan to charge: {model and price} Time and money I can spend before first revenue: {resources} Break it down: 1. The problem: does it hurt regularly, or is it a one-off inconvenience? Answer plainly. 2. Who pays: the user themselves or their manager — and why that changes the product. 3. The three main risks: why this could fail. For each — the cheapest way to test it. 4. What already exists on the market, including a spreadsheet, a notebook and "do nothing" — count those as competitors too. 5. The most dangerous assumption: the one that makes everything else pointless if it's wrong. 6. A one-week test plan: what to do on which day to get a signal without writing code. 7. The kill criterion: what result means the idea should be dropped. If the idea is weak, say so in the first paragraph.
Beispielergebnis zeigenBeispiel ausblenden
Most dangerous assumption: that the bookkeeper is allowed to change tools. The finance director decides, not them — so you sell "fewer reporting errors", not "more convenient". Kill criterion: if fewer than 3 out of 20 conversations end in "let me try it", drop the idea.
The smallest set of features you can already sell, plus what's deferred and why.
Help me draw the boundary of an MVP that can actually be shipped and sold. Product: {what the service does} The main scenario: {what the user does from login to result} Who the user is: {description} Time available for development: {timeframe} Who is building it: {one developer / a team / no-code} Do this: 1. One user path from sign-up to first value — step by step, no branches. 2. The features without which that path doesn't work. Each with a reason why it can't be dropped. 3. Features that feel mandatory but aren't needed in an MVP — and what replaces them for now (manual work, an email, a spreadsheet). 4. What to cut entirely, and why it won't stop you selling. 5. The boundaries: what the product does NOT do. Wordings for the site so nobody expects otherwise. 6. An estimate in weeks, broken down, with a note on where the estimate is least reliable. 7. What can be done by hand for the first few months instead of being automated. Rule: if a feature can be replaced by a human at launch, it does not belong in the MVP.
Beispielergebnis zeigenBeispiel ausblenden
Do it by hand: PDF export is done by support on request for the first months. Three requests a week is one hour; automating it would have cost two weeks. Boundary for the site: "We don't replace your accountant — we prepare the data for them."
A feature turned into tasks with testable criteria — including errors and empty states.
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Zugang freischaltenTables, relations and indexes derived from your scenarios — plus where the schema will strain.
Dieser Prompt gehört zur PRO-Auswahl
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