Every argument clarity score on this site is built from rows on this page. Each
question and answer was assessed with names hidden, the host's own answers included, on
four things from 1 to 5:
directness (does it answer the question asked), coherence (do the ideas follow),
precision (concrete details and clear references), compression (says a lot per word). The weighted
mix (30/30/25/15) is the exchange score. A person's published score averages their exchange
scores on raw tape only, at least 8 of them, shrunk toward the cohort mean.
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Answered produced feed
D 5 · C 5 · P 5 · Cm 4 4.85
Q Great. Okay. And how did you pick that? I mean, that's an interesting concept. Why is the leadership team important for hot jar? And how do you think about who's in that and who's not?
A That's a good question. So we were quite a big founding team. So we're five people. So we are, yeah, we're automatically in the leadership ourselves. Right. And in a way it was, I'm so happy that we were five people because it kind of feels like the more complex the product, the more complex the business, the better it is to kind of be a bigger team. I tried to do a one man show before, or we were two people at a certain stage as well and other projects. And I much more prefer Being five. Obviously the advantage is that we had all worked together, so there are less risks of kind of having issues between the five of us. Um, but yeah, essentially what we're trying to do is that we, we've kind of identified four big pillars. Um, so there's product, there's marketing, customer success, and operations, and we want every pillar to be representative, uh, represented in the leadership team, right?
AI assessment note: “we want every pillar to be representative, uh, represented in the leadership team”
Answered produced feed
D 4 · C 5 · P 5 · Cm 4 4.55
Q one-on-one Skype calls with every potential person who visits my site, which you can't contact them. It's hard to find them and it's hard to schedule and it's hard to show up. And so, I mean, it's, it's great. That's one of the reasons I want to have you on. So now that people know kind of what hot jar does, what's your business model? How do you make money?
A So we, well, a little bit of background on this, right? Just to give the context. Um, so in the past, when, when I was starting off in my career and I was still very early on and learning, there was a lot of this technology already available, right? So it's not like we created this stuff, but it was incredibly expensive and was not accessible. So you had to do demos and you'd need to be qualified by an enterprise sales team and all that stuff. So what we wanted to do was we wanted to eliminate that, right? Disrupt that aspect and make this accessible and available to anyone, even if you're a student or an early stage startup, or make it suitable even if you're a big business. So what we did, what we've done is we've done a freemium model. So freemium means there is a free package, uh, which has some data limitations, but it's sample. So you still get Juicy insights. And then you can scale up your data collection rate. That's the kind of the premium side of it.
AI assessment note: “what we've done is we've done a freemium model”
Answered produced feed
D 4 · C 5 · P 4 · Cm 4 4.30
Q happening. What's the number? A lot of people approach the freemium model and they wonder what should I pay wall? Like what's the moment where I should tell people now you have to pay. You've done some things with kind of number of video recordings or number of impressions on the heat map. How did you kind of come up with some of these numbers and are they working well?
A Yeah, that's a really good question, right? And my advice on this would be, if you truly, truly want to create a freemium company, and not just like a trial model, which is disguised as a freemium, you really need to think about how does that free package stand on its own two feet, right? As in, it can't be just something super limited that just has to be upgraded, then it's not really a freemium. It has to be something that your users can use Um, on its own. So what we did was, as you said, we limited the number of reports that you can manage within the interface. Um, and then essentially we allowed our users to delete them to make space for new ones. So there is some kind of, um, let's say time and maintenance costs for them, which they can eliminate by going premium.
AI assessment note: “we limited the number of reports that you can manage within the interface.”
Partly produced feed
D 3 · C 4 · P 2 · Cm 3 3.05
Q Okay. Very cool. Let's keep, let's just fill out the rest of these unit economics before we get more into your story. Um, what are you willing to pay for a customer? What's your customer acquisition cost?
A Um, that's a good question. Um, I don't remember the exact economics around that. That's typically our, our marketers that do that, but I know that we are being extremely conservative with it. Um, because here's the thing, right? And this is obviously the fun part with, with these economics, which is attribution, right? Attribution is always a problem. So, um, we've developed a range, which is we look at direct attribution. So based on the spend and what we get back, um, And then that is our, our, our, let's say our lower side. And then on the higher end, we look at grouping in all the organic we get and just attributing that to the paid as well, right? Let's assume that that is all coming from paid as well. And that is our higher end. Um, and rather than setting a very, let's say rigid, um, maximum or, or budget for acquiring a customer, we have kind of more of a range. So this is kind of a little bit unorthodox, but it's, Because again, we are freemium. Sometimes we are more liberal and moving on the higher end of that range purely because the freemium aspect is, is brand building for us.
AI assessment note: “I don't remember the exact economics around that.”
