Hi Kris, thanks for the question! 👋
My immediate reaction is all the things!
I think that very few experiences are designed with both speed and power and fun as core value propositions, and I would happily buy everything that is. Thinking through my day, the tool which most stands out is Trello. It is really fantastic, but I do not get speed or power or fun from it. I think there is room for a Superhuman of X there 🙂🙏
Hello there! 👋
We do indeed have discounts: Superhuman is $10 per month for students and for non-profits. We are also giving away free lifetime subscriptions of Superhuman for those fighting against COVID.
As for how we decided on price, checkout this answer here: https://capiche.com/q/how-did-you-come-up-with-charging-30-a-month-for-your-product
I hope this helps! 🙂🙏
Hi Antoine! 👋
We are in fact working on much deeper calendar integration right now. That calendar sidebar is about to become a whole lot more awesome, so do stay tuned for that!
It can be tempting to start on new adjacent products, but in my opinion most startups do this too early. It takes considerable time and energy away from the core product in order to get another one off the ground. So in the meantime, we are focussing all our attention on the email product 🙂🙏
Hi Hataria! 👋
We're seeing a very exciting wave that I call the Prosumerization of the Enteprise.
As part of this, we're going to see a lot of exciting "Superhuman for X" startups. Here are two really great resources on this trend:
In order of use…
Please use this information responsibly 😆
Customer feedback is pure gold! As I wrote on First Round Review, it is key to how we design our roadmap.
I'm going to paste in another answer here, as I was just asked a very similar question:
In my experience, startups tend towards one of two extremes. Some teams, especially those which are driven by vision, tend to constantly double down on what users love. Whereas some teams, especially those which are driven by data, tend to systematically address user issues.
In practice, I believe that you need to keep vision and data in very careful balance. If you only double down on what users love, then you will never grow beyond your initial niche. If you only address user issues, then your competition will likely overtake you.
Each quarter we plan to spend 50% of our time doubling down on vision, and 50% of our time addressing user issues.
The question then comes this: how do you prioritize within each stream?
Doubling down on vision is an art. This is where you get to exercise your "product instinct". Talk to your users, lean into your intuition, and figure out the most impactful ways to give people more of what they crave.
Addressing user feedback is much more straightforward. We use a very simple cost-impact analysis: we label each potential project as low/medium/high cost, and similarly low/medium/high impact. We then pick the lowest hanging fruit; projects which are both low cost as well as high impact!
And back to your questions! I do indeed change my opinion based on customer feedback. As I wrote above, customer feedback forms precisely 50% of my opinion 🙂
For example, in the early days of Superhuman you could not move conversations into folders. When it became clear that this is something that folks need to be able do, and that these folks would otherwise love Superhuman, we adjusted our plans accordingly.
Hi Justin! 👋
I think the nuance is in what kind of behavior needs to change.
Superhuman does indeed push back against many inbox conventions. But there are 1 billion professionals in the world, and on average we spend 3 hours a day just reading and writing email!
In other words, Superhuman has high technology risk (it was and is hard to build) but low market risk (people already do tons of email and generally hate how it feels without Superhuman).
Are you asking users to add something to their day that they don't already do? Or is it a new type of experience that does not substitute a previous product? IMHO both of these are really hard behavior changes, and I try to avoid them myself both as an entrepreneur and also as an angel investor.
I hope this is helpful! 🙂🙏
Hi Sarah! 👋
We send three times as many emails from our laptops than our phones. However, we open our email app eight times more on our phones than on our laptops. In fact, we check our phones 58 times a day — and over half of these happen during work hours!
The desktop and mobile apps are more alike than they are different. Both apps are focused on helping you get through your inbox twice as fast — and on helping you hit Inbox Zero. The difference comes about in how we do this. On desktop, we invest heavily in keyboard shortcuts so you never have to touch the mouse. On mobile, we invest heavily in one-handed gestures so you can be blazingly fast on the go.
I have a rather contrarian view on this: I do not believe in product launches! In fact, there was never a point in time when Superhuman publicly launched. 🙃
Instead, I believe in doing a gradual ramp up. This gives you time to constantly improve the product, and to fix areas as they start to break — but before they actually impact customers.
So the question becomes: when does a launch make sense?
I think a launch makes sense if you need any of the 3 "C"s:
I hope this helps! 🙂🙏
I onboarded the first several hundred users onto Superhuman myself!
This was quite the occasion, and often involved a gift from the whole Superhuman team. Sometimes it was a bottle of whiskey; sometimes it was something else entirely. But right from the very beginning, we always went out of our way to create delight and be remarkable.