GE 165: From 100-1,000 – How Jungle Scout CEO Greg Mercer Acquired Those First Customers with Webinars and Content Marketing With Greg Mercer

Greg Mercer

Hey everybody, today on the show we have Greg Mercer, CEO of Jungle Scout, which helps Amazon FBA sellers find profitable product ideas, get sales data, estimates, and more.

In today’s interview we’ll be talking about how Greg acquired their first 100 customers by leading webinars with other people’s audiences, how they get conversion rates of 20% to 25% for their webinars when most people only get 10%, and how giving away value-packed information and content allowed them to hit $2 million a year in revenue.

Download podcast transcript [PDF] here: From 100-1,000 – How Jungle Scout CEO Greg Mercer Acquired Those First Customers with Webinars and Content Marketing TRANSCRIPT

Episode highlights:

  • [3:11] – Jungle Scout is a product research tool that looks for key metrics and identifies opportunities
  • [3:37] – To get going on FBA it requires a couple of thousands to order inventory
  • [4:02] – Jungle Scout has a monthly fee and the chrome extension has a one time flat fee
  • [4:22] – The extension works when browsing the Amazon stores and it will show sales and key metrics and data that sellers will be looking for
  • [5:09] – They have over 30,000 customers with both products combined, there are 17 people on the team, and they are plus 2 million a year
  • [5:47] – Acquiring first customers: Greg posted in groups of sellers that he was active in, that is how he got his first customers – going from 100-1,000 they used webinars and content marketing before moving on to paid traffic and other channels
  • [6:53] – Greg used influencer outreach to promote his webinars – 50 minutes of knowledge bombs and then a “oh, by the way I have this tool”
  • [7:39] – They give 100% of first month on SaaS and a flat $20 on the extension
  • [9:31] – Conversion rates of 20% to 25% for webinars plus additional sales watching the replay
  • [10:36] – They are dialing in retargeting for Facebook and influencer outreach, they also put out high-quality content[11:23] – They did a case study on marshmallow sticks – on Amazon there’s a bamboo marshmallow stick product called Jungle Sticks.
  • [12:28] – Greatest technical pains were dealing with developers. He lucked out and his second developer has really been a good fit, but they still hit a lot of snags along the way.
  • [13:26] – First developer came from upwork or elance.
  • [14:42] – When working with developers, have really detailed instructions and specific wireframes
  • [15:21] – Planning into the future 3 years ahead is what Greg would do over again. Middle management confusion in the structure of the team. As the team grows it needs to be structured better.
  • [17:19] – All developers have been hired from referrals from the second developer. They have found other hires through flexjobs and his email list.
  • [18:59] – Greg is a digital nomad, he and his wife bounce around from airbnb to airbnb
  • [20:13] – In Cambodia, you can help the government dispose of unused ammo, hand grenades and rocket launchers
  • [22:06] – To keep the report accountable they have all their tools integrated into Slack and they have end of day reports
  • [23:15] – Remote workers need to be self driven and get stuff done

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Full Transcript of The Episode

Show transcript
Greg: Go off the data, not your gut feeling.

Speaker 2: Do you want to impact the world and still turn a profit? Then you're in the right place. Welcome to Growth Everywhere. This is the show where you'll find real conversations with real entrepreneurs. They'll share everything from their biggest struggle to the exact strategies they use on a daily basis. If you're ready for a value packed interview, listen on. Here's your host, Eric Siu.

Eric: Before we jump into today's interview, if you guys could leave a review and a rating and also subscribe as well, that would be a huge help to the podcast. If you actually enjoy the content and you'd like to hear more of it, please support us by leaving us a review and subscribe to the podcast as well. Thanks so much.

All right, everybody. Today, we have Greg Mercer who's the CEO of Jungle Scout which helps Amazon FBA sellers find profitable product ideas, get sales data and estimates and more. Greg, how's it going?

Greg: Eric, it's going great. I appreciate you having me on. I've been a long time fan of the show, so it's awesome to get to meet you in real life in Miami. I'm glad to be here.

Eric: Awesome. Thanks, man. Yeah. Tell us a little bit about yourself first and then we'll jump into the company.

Greg: Yeah. Sure thing. 30-second overview: after school, I went into the corporate world. I was there for a few years. That's not the scene for me, so I started selling stuff on Amazon to get out of there. Shortly after that, I saw a need for a SaaS product which I went on to create and then that was almost 2 years ago now. Where I'm at today? I spend just about all my time on the SaaS product. Yeah. It's called Jungle Scout. We've actually expanded into a suite of software tools for Amazon sellers. Yeah. That's what I'm working on and loving it.

Eric: Great. Tell the audience, what does FBA mean?

Greg: Yes. FBA is Fulfillment By Amazon. It's a pretty hot area or trend right now. It's a cool thing Amazon does where in sense, you just send them all your inventory and then they pick pack and ship it to the customers and take care of all the grunt work.

Eric: Awesome. Yeah. Greg and I were speaking at this e-commerce conference called Sellers Summit and everybody's talking about Amazon. Given I'm not an e-commerce guy but Greg is and then I think the craze right now is in Amazon. Do you think that's going to last for a while? Do you think that's going to go away? What's your take on all of that?

Greg: Yeah. It's a really interesting question. I wish I had a crystal ball to know for sure but if I had to guess, I have to say, I think it would definitely be a hot opportunity for a few more years. It's almost too good to be true like real little barrier of entry. Right now, you can make a lot of money off if it. Those types of things can't last forever but if I had to guess, I think it's just such a huge marketplace and channel that it will be a good opportunity for at least a few more years. Then, maybe after that, maybe some of the



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other marketplaces in other countries.

Eric: Got it. Let's say, I'm working a job, I don't like my job or maybe I just graduated from college or maybe I dropped out and I hate school, so walk me through how Amazon or Jungle Scout would help me.

Greg: Yeah. Jungle Scout is a product research tool. We've aggregated a whole bunch of data off Amazon, so essentially, we know what's selling well and what isn't too competitive and so forth and all these other key metrics that you'd look for. Jungle Scout will identify the opportunities that are good for you on Amazon and then from there, you can go on to find a factory, get it manufactured, send it in to Amazon and so forth.

Eric: Got it. If I'm starting out, how much capital do I need to get going?

Greg: Yeah. I guess that, I would say, is one of the only downsides unlike building an affiliate site or a new site or something. Honestly, it requires, I'd say, probably a couple thousand dollars or more to order your first batch of inventory.

Eric: Got it. How does Jungle Scout make money?

Greg: Jungle Scout, we actually have 2 different tools. One is a traditional SaaS product with a monthly fee. We also have a Chrome extension which is a one time late fee.

Eric: Wonderful. Okay. If I'm using the Chrome extension, that allows me to find niche ideas? Is there I guess ... Is it just because it's a Chrome extension, so I can have the convenience of clicking it there or do I go to a website and find specific information that I guess? How does that Chrome extension work?

Greg: Chrome extension works inside of when you're browsing the Amazon store. At any point on any page on Amazon, you can click the little Chrome extension, it pops up and it shows you the number of sales these products make and other key metrics, like their Amazon fees, the net after Amazon fees and just some other data that Amazon sellers will be looking for. It's really user-friendly. It's like a UX because Amazon sellers, you're spending a lot of time on Amazon.com looking at other products, looking at ideas, so it's really nice to just click that little button and then BAM! You have this window with all the information you'll be looking for.

Eric: Basically, it's like a Google analytics that you can search around Amazon, right?

Greg: Yeah. That's exactly right. Yep.

Eric: Cool. All right. Walk me through some numbers around the business day; how are you guys doing, how many customers do you have and all that.

Greg: Yes. We'd been growing really fast lately. We now have over 30,000 customers that's a mix of the SaaS product and the Chrome extension. Some of those customers are just the one-time fee. As far as the team goes, I think there are 17 people on our team now.



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Eric: Okay. Great. I guess walk me through your revenues. Are you plus or minus 2 million a year?

Greg: We're a plus 2 million a year.

Eric: Got it. Okay. Awesome. You said you had how many paying customers again?

Greg: Over 30,000.

Eric: Over 30k. Okay. That's what I thought. How did you go about acquiring, let's just say, your first 1,000 customers?

Greg: Good question. Just a start, this is my first off work product. I had no idea whether anyone was going to even like this or so forth. When it was pre-launched, when it was really rough, buggy, terrible, I shot a video of it and I just started posting it in a few groups and Facebook that I was active in with other Amazon sellers. Those are areas that people already knew me. I was pretty active in there. I was really good about giving out free information and content. I just asked, "Hey. Who would even like this?" That's how I acquired my first 50 or 100 customers. During that phase, we did a lot of product development, made the tool a lot better. I'd say to get from 100 to 1,000 - a lot of it was from webinars and producing helpful content and so forth. Not until we got bigger than that that we start focusing more or not focusing more but getting into more paid traffic and some other channels.

Eric: Okay. How did you go about promoting these webinars initially?

Greg: At the time, we had a really small list, really small community so I did it with outreach to other influencers. I'd go to people who were teaching Amazon courses or maybe had another tool for Amazon sellers so we didn't compete with and so forth. I would say, "Hey. Can I help you ... Can I do a webinar with your audience?" They got an affiliate payment as well as ... I'm not the type to hard sell anything by any means. Essentially, a 1-hour webinar, it would be like 50 minutes of just action packed knowledge bombs. In the last 10 minutes, I'll be like, "Oh. Hey. I also have this tool. It could help you out a little bit if you're interested in it. If not, no bid deal." I think if you'd go with more of that strategy, influencers are more likely to let you run webinars with their list and so forth if you're not just some annoying sales guy, right?

Eric: Totally. What kind of commission were you giving to these affiliates?

Greg: With our SaaS product, we do 100% of the first month as a payment. With the extension, we do just $20 flat fee.

Eric: Got it. Okay. Awesome. Now, the whole webinar thing, I guess, did you guys stop doing it? Are you guys continuing to push it right now because I know there's a lot of people doing repeating webinars right now and they're making 6/7 figures a year.





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Greg: Yeah. We do probably 4, maybe 6 webinars per month. Some of those are for our audience now, people that don't have our tools or only have one of our tools or so forth. Yeah we're still doing it with other people's audiences well. That's still one of our best sales channels, I would say. The conversions after that are really high. With I think any tool, if you can show someone like, "Here's how you do without the tool, it's really terrible and slow and painstaking. It would be over 30 minutes how to do it without anything." Then, it's like, "Oh. Or you can click this one button and it does all that for you." I think it's a pretty strong sales message and something that seems to resonate really well.

Eric: Yeah, that's super smart. It sounds like content is basically like, here's a bunch of tips and you show them a manual way and it's like, "By the way, at the end, you can skip all this manual crap. I have something that's way better." Is that how it works?

Greg: Yeah. That's exactly right. I think I actually learned that from lead pages, right? If you listen to a webinar or a podcast they're on, they're like, "Yeah. These are all the tips to make really good landing pages. We even give you the free HTML or whatever. Or forget all that crap and just go here. You just sign up and click 3 buttons and you have a landing page."

Eric: That's so smart. We have a SaaS product coming out and I think I might need to re-listen to this podcast. Thanks for that.

Greg: Sure thing.

Eric: On your webinars, what type of conversion rates are you seeing at the end? How many people are buying?

Greg: It depends a little bit with of course, with the audiences, how target it an hour and so forth. It's not out of the question to do 20 or 25% conversions for the people who show up. Then, we'll usually have about a third people who would sign up or show up live and then we'll have additional sales after the webinar, watching the replay. That conversion percent usually isn't as high.

Eric: That is nuts. Just to let everyone know, there's a lot of great webinar people and they're thrilled when they can get conversion rates up to 10%. Typically, we're talking around 5 to 10% but you have to look at first of all, Greg's obviously a good speaker and it's a good product as well and it's not that expensive at the same which leads, which what drives your conversion rate that high, right?

Greg: Yeah. I think that's probably true especially at our extension, one time fee. That one's like a super low barrier of entry, right? To get people in our ecosystem. It packs a lot of value for the price. Yeah. I'm sure that's part of the reason the conversion is just so high.

Eric: Okay. What would you say is the most effective thing you're doing right now in terms of customer acquisition today?





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Greg: We started to really dial in our retargeting for Facebook ads. That's doing well. Besides that, probably just our influencer outreach and then all of the content we put out. We put out some really high quality content. We spent a lot of time and money on it. We do some really cool case studies and all kinds of stuff, so combination of those 3.

Eric: Okay. Walk me through a case study. How many words is it typically? How much are you spending on a case study?

Greg: Example, one case study we did, we actually started it all the way back in October, so we're in the middle of summer now. With this case study, we did the product research for a product, we found a supplier, we got the product, we launched it on Amazon, we've done paper clay, we've optimized it and so forth. Then, above all that, the product's on Amazon right now. You can search for marshmallow sticks and there's bamboo marshmallow sticks called Jungle Sticks. That's the case study we've done and it's gone really well. We invested a ton amount of time in that because we were doing weekly webinars as well as a follow up blog post that were 2 or 3,000 words. It's all just really high quality stuff with screenshots. We're even donating all the money to a charity which is pretty cool. Yeah. We put a lot of effort into that.

Eric: Okay. How much are you typically spending money wise for a case study?

Greg: It's hard to say because our in-house guys are doing it. I'm not really paying one person to create that content. It's just me and the other guys each spend some time on it. That case study has cost us tens of thousands of dollars.

Eric: Got it. Yeah. That's what I thought. Typically, people are paying 4 or 5 figures for something that's super detailed. I think they're well within that range. I want to talk a little bit about the business now. You mentioned earlier that this is the first software product that you've built with basically zero experience. Walk us through the pains that you had to go though to get to where you are.

Greg: For me, coming from a non technical background, I'd say all my greatest pains had to do with the technical side and the engineering side of it. When we originally got started, I had one developer that ... He probably would've been fine if I was a technical guy and I knew how to manage him or developers a little better. He ended up not working out. I think I lucked out with the next developer I got because he was a really good fit for me. Not knowing so much of the technical side, he was really sharp, communicated with me really well. Since then, it's been good because he's taken over the lead developer role, helped us with our additional hires and so forth but we've had all kinds of little snags along the way, right? Just like any business or especially like a quickly growing business goes. I'd say most of them were from me where more technical stuff.

Eric: Okay. How did you go about finding these, I guess the first 2 developers?

Greg: Yeah. The first developer, I got off Upwork or E-lance. In the past, I guess I've tried to build a few really small software projects for myself, like little software tools. I was a quite so naïve that I was just hiring anyone from a low-cost country expecting on to be



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the best engineer in the world. However, I wasn't detailed as I should've been as far as communication and scope and wire frames and all that go. Yeah.

Eric: Yeah. I think that's one of the things. Sometimes, you expect them to just know everything and sometimes, for me at least, I'll get a little lazy and say, "Hey." I didn't even think about the wire frames. I just expected them to download what I have in my brain but that's just not how they work, right?

Greg: No, I guess not. I'm sure that's a developer's worst nightmare, like you just send them an email trying to describe the project you want and expect them to build it. I think that's what I did in my first ever little tools I was trying to build for myself and that's not how a developer's brain works.

Eric: Right. I guess that's how us marketers are. We're just like, "Hey. Here's a few links and here's a few bullet points. Go do it." That's not how it works.

Greg: Right.

Eric: That leads into another thing. That's a mistake I've made in the past. What's one thing you learned that ... I guess one mistake you would avoid in the future at all costs working with developers?

Greg: I would have to say, right from the get go or before I even try to hire them, I would develop really good wire frames, like really good instructions. I'd probably go as far as point to this button and when you click, it's supposed to that page and so forth. Just devoting a lot more time into the wire frames from the get go is pretty much a necessity. It's going to save you time in the long run.

Eric: Right. So just being a lot more specific, right?

Greg: Absolutely.

Eric: Okay. Great. Tell us about one big struggle you faced while doing the business? We talked about the developers a little bit but is there anything else you faced that could've killed the business?

Greg: That's a good question. Something that I wish I did and I guess this could've potentially killed the business but I wish from the get go or as soon as I start to pick up a little bit of momentum, I start to think like, "Okay. What's this business going to look like in 3 years or 5 years or 10 years from now?" Instead, I was just like, "Oh, yeah. It's making a little bit of money, so let's just think what we need to do these next few weeks instead of really planning into the future." I probably would've tried to maybe structure things a little differently or possibly hire a little differently or so forth. If I, from the get go, started with a longer term outlook on the business, I think that's important.

Eric: Okay. You just mentioned, you said you would've hired a little differently. What do you mean by that?



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Greg: I guess where we're at right now, is now we're creating a few other tools and we're in a little bit of, I would say maybe an awkward phase where we start to need a little bit of middle management. Right now, everyone's always reporting to me and it's too many. For a one tool, I try to hire a project manager, which he's doing a really good job but I feel like there's ... It's my fault, there's just a little bit of confusion in the structure of the company I think about who reports to who or somewhere along those lines. I think we can get away with it because everyone are a team, are like all stars and really sharp and self motivated and so forth. As we continue to grow, I need to think about that more and structure that better.

Eric: Okay. How big is the team right now?

Greg: There's 17 of us.

Eric: 17. Okay. Well, let's talk about the set up of your team. I guess we can jump into ... Well, one thing I really want to talk a little bit. You've found your developers. It sounds like there's from sites like Upwork and I guess maybe referrals and things like that. Other people from your team, how did you go about finding them?

Greg: Yeah. Once I found my one really good developer, since then, we've hired all the developers inside of his network. We're actually like a distributed company but all of our dev team is in Vancouver because my initial was in Vancouver and he just hired people he knew through his network or he went to Ruby on Rails meetups. He met people there or some guys I think he went to boot camp with. That's how we've hired all the developers. He's been a tremendous help as far as that goes. As far as hiring other people, I think we've used FlexJobs. I think we found a few of out customer service reps through there. Our marketing manager again, he was ... We hired him through actually an email I sent out to the list. He was a Jungle Scout user at one point. Yeah. A combination of just different jobs. Actually, when we were in Miami, you had recommended to me AngelList and I actually have a position on there right now so I'm going to see how that works out.

Eric: Awesome. Yeah. You're going to love it. Yeah. The structure of your team. is everybody full time? Do you have contractors? How is it made up?

Greg: Yeah. Everyone's full time except we have one developer that's part time just because he does a little more specialized tasks. I don't think he want to be full time anyway but part time, he helps on a little bit more complicated architecture type stuff that he's really good at.

Eric: All right. One thing I want to jump into before I jump back in the team a little bit, tell us about ... You have a very unique lifestyle. I want you tell everybody about how you live and how you approach life in general. Go for it.

Greg: I'm doing the whole digital nomad thing which I think is like a fancy term someone made up for just being homeless. I have no long term lease anywhere. My wife and I, we travel



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together. We bounced around from Airbnb to Airbnb. I've been doing that about a year and a half, maybe 2 years now. Yeah. Now, we usually spend one or maybe 2 months in the city then we'll go on to a new one. Yeah. I'm having a lot of fun doing that. It

definitely helps with the creativity and being in new places, meeting new people, going to new co-working spaces. I'm really enjoying it a lot.

Eric: Okay. When you're living this lifestyle, I'm sure you're doing a ton of research of finding the right places to go and all that. What's one resource you can share?

Greg: Nomadlist.com or actually might .io but Nomadlist. It's a really cool website actually. There's thousand of cities all around the world on there and people rank and vote on for how good the WiFi is, the cost of living there, the quality of food. They even have on there air quality or it's a beach town or even if they have Uber or not. These are all the things you can filter through to find what cities are good for you.

Eric: Tell us about one crazy experience, could be positive or negative that you faced while this whole digital nomad thing for the last 1.5 years?

Greg: Crazy? Not work related at all. We were in Cambodia last year. This is just the first thing that came in my mind. There, you can, I guess help the government dispose of old ammunition, so you can shoot rocket launchers and throw grenades and shoot these huge machine guns and all kinds of stuff like that. That's a pretty unique, interesting and fun experience.

Eric: Cool. Tell me more about that. How does it feel to shoot a rocket launcher?

Greg: Yeah. You just go to the military base in Cambodia and you essentially order off from menu like, "I'll have 3 bazooka shots and 3 hand grenades and 100 rounds and a 50 cal." Everything's priced accordingly. It's not too expensive and then ... Yeah. They just show you how to shoot it and fire away.

Eric: Jesus. I'm sure if you're clumsy like me, you'll probably blow your own head off from the rocket launcher. Did they make you sign a waiver?

Greg: I don't think we signed a waiver. It was Cambodia. It's like a little more the Wild Wild West. It was pretty lax. It was pretty cool.

Eric: Cool.

Greg: Yeah.

Eric: Tell us about ... You're traveling all the time, your team knows that. I guess you're in different spots. I guess you settle down, so it's not like you're moving around a lot, right? How do you go about managing a remote team?

Greg: Yeah. Good question. I don't know if this is the best way but it's working pretty well for us so far, is we're really good about communication and project management over



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technical tasks or in pivotal tracker or for marketing task or in Trello. We of course have Slack and is integrated with everything, so that's really cool but just some of little things that we do that I think help a lot is all the devs at the end of everyday give a daily report what they completed that day. I think that holds them accountable. It keeps the rest of the team in the loop. Also, as simple as, we have Bit Bucket and Trello and everything else integrated into Slack. When you finish a marketing task, it gets archived and then there's a little notification in Slack that it got done. That helps anyone see what everyone else is working on at any day. It's almost like a news feed for a business, right? You can read would we get done today and so forth. It's good because everyone knows what's going on. It holds everyone accountable to make sure you're getting stuff done on a daily basis.

We don't do anything like track hours or you don't even have to work certain hours a day or anything like that. Everyone's just graded based on performance and how much they get done. For us, it works really well. I think it does take a certain type or person to work well on a remote team and we've ... I think I've gotten pretty good at picking out those characteristics. The people we hire, we try to make sure that they will be a good remote worker.

Eric: Okay. What are some examples of those characteristics that you look for in a remote worker?

Greg: It has to be someone who is really self-driven and can just get stuff done, right? Doesn't have the excuses. They can Google anything and teach themselves anything and just get stuff done. Yeah. I think the most important thing is just really self-driven, just really wants too see the company succeed, really want to see us grow our user base, really wants to pump out more content and just make our customers happier and so forth.

Eric: Interesting. Okay. What does the day in the life of Greg look like typically?

Greg: I work quite a bit. When we first started traveling a year and a half to 2 years ago, I think I had recently read that for our work, we had this plan. I was like, "Man. I'm only going to work 10 or 20 hours a week because I can now, I'm going to hang out on the beaches and whatever." That lasted for like 2 weeks and I was like, "This sucks." What I found is, that's the society tells us, "Oh. You need more breaks, relax and this and that." But I just love working. I love working on this stuff. Seeing the business the grow, it's like the ultimate strategy game, right? What decisions are we going to make and how is it going to impact the business. It's just so fun for me. I work probably like 12, maybe more hours a day. On the weekends, I like to see whatever city we're in, so we'll go out, do just little touristy things or experience local culture and eat the food and so forth. Yeah. A typical day is mostly work.

Eric: Yeah. I totally agree with that. When you love work, it's fun, right? When I'm watching TV or whatever, I actually start feeling guilty and I want to go back to work not because it's work it's like work is I'm [inaudible 00:24:47] it or I have do it but just because it's fun. I totally agree with you. A couple of questions on my end just to ... I guess we're getting close to wrapping up here. What's one big change you made in the last year that



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has impacted you or your business in a big way?

Greg: Good question. One change? I would say one change or something that really impacted us a lot was when I did hire our marketing manager. He's a super sharp guy. I think I was hesitant too because I was really handing a lot of the rains to him but the guy, he's definitely without a doubt, smarter than me. Since then, we've really been able to grow. That's freed up my mind from working on some of that stuff. The hiring is I think what's changed at the most.

Eric: Yeah. I think in the beginning especially when you think you're doing things good or I'll just use myself as an example. Even entrepreneurs can do a lot at the same, right? Especially the marketing stuff because that drives revenues and I guess you have a marketing background, I have one too. You start to feel like well, who's going to do it better than me? It's going to be me, right? But when you hand it off, you realize you can work on the things that actually drive the vision forward. Is that the idea?

Greg: Yeah. Without a doubt. Now, you're going to have more time. Like I said, plan more into the future. Okay. What are the strategic moves we're going to make? For us, it was to build 2 other apps that we can market to our existing community and use base. Without that, we might not have made that move. Yeah.

Eric: Right. That's smart because you have to build these other apps because you guys have a lot of one off customers. I imagine churn would be a little higher than typical because people will just use it once, cancel, use it once again and then keep doing that, right? You have these other products that will help offset that?

Greg: Yeah. That's exactly right. That was the idea behind it. Like you said, our churn is pretty bad. We've constantly been trying to do things to improve that but at some point, I think it's like a product research tool. A lot of people are just going to use it to find a few products that are not again. Yeah. That is one of our long-term strategy is to ... Instead, move them in to some other tools. Seems like everyone else cancelling was really happy with it, they just didn't quite

need it anymore, they're on to the next phase. Instead, they were saying, "I don't really use any more ... What I'm really looking for it this." We decided to help them out and build those tools.

Eric: Cool. I'm imagining you're just looking through all the data. You have all these. People are just ... You start to see consistencies in terms of what people are looking for and you just started building that, right?

Greg: Yeah. We're pretty good about surveying our audience in out list or having a little a quality [inaudible 00:27:17] box that pops up and ask them questions and stuff. I think we like to have a pretty good handle on out what our customers think and what they want and so forth. Actually, I should've thought about that when you were asking some of those questions earlier about one thing you can do. I would say if you're starting to get a pretty big audience or a list or group, one really high impact thing you can do is start surveying. See what they want, wee what you can do to make your product better. A lot of time, you'll be surprised. That was actually one of the smartest things I've ever



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done because I was actually going to at one point build a totally different app that me personally, "Man. Everyone will love this. This will be the greatest thing ever." I gave them 10 options of problems that I thought they might want and solved. The thing that I thought they would want the most was the least voted option. Nobody would've bought it.

Eric: Yeah. Same thing here, man. You never know. You think you know best but at the end of the day, we actually know nothing.

Greg: Exactly. Go off the data, not your gut feeling.

Eric: Love it. 2 more questions from my end. What's one must-read book you'd recommend?

Greg: I just got done reading Elon Musk's biography. I'd recommend anyone to read it. It was pretty awesome. Got me thinking much bigger. It's like, "Well, man, what's after my SaaS career?" It got me thinking 10 or 20 years from now. See, I'd recommend that. It was pretty great.

Eric: I love it. It's really hard to compare anybody to Elon Musk because first of all, electric cars, rocket ships, right? PayPal and then Solar. It's crazy and high falutin and all that. Yeah. Great book. I'll plus one that one. What's one publication or blog that you tune into everyday?

Greg: I like Groove's blog. They're a remote team. I think they're at groovehq.com. It's a customer support tool and they're really good about blogging about how to be a remote team or what works for them. I've gotten a lot of tips fro them. I like that one quite a bit. I think they publish 3 times a week. I always read it as soon as they come out.

Eric: Love it. Cool. Well, Greg, this has been great. What's the best for people to find you online?

Greg: The best way is at Jungle Scout. I'm really active on the blog there. Of course, you can always tweet me @mercer_greg.

Eric: All right, Greg. Thanks so much for doing this.

Greg: Eric. Sure thing. I appreciate you bringing me on.

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