Imagine a world where Juicero raised only $10M and built a product subject to significant constraints. Maybe the Press wouldn’t be so perfectly engineered but it might have a fewer features and cost a fraction of the original $699. Or maybe with a more iterative approach, they would have quickly found that customers vary greatly in their juice consumption patterns, and would have chosen a per-pack pricing model rather than one-size-fits-all $35/week subscription. Suddenly Juicero is incredibly compelling as a product offering, at least to this consumer.
Our usual advice to hardware founders is to focus on getting a product to market to test the core assumptions on actual target customers, and then iterate. Instead, Juicero spent $120M over two years to build a complex supply chain and perfectly engineered product that is too expensive for their target demographic.
…here are multiple departments who do research, and there’s no one place to make sense of all of it. There’s also the problem of “research dictatorship”. It’s the mentality that “only researchers are the ones to do research. If you’re a product manager, you should use researchers, because they know how to do proper research, and you can’t really come to your own conclusions based on research, because researchers do research.”