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But what if I want a faster horse?

(rakhim.exotext.com)
1525 points saeedesmaili | 1 comments | 11 Apr 25 11:39 UTC | HN request time: 0.205s | source
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cjs_ac ◴[11 Apr 25 12:22 UTC] No.43652999[source]▶
For any given thing or category of thing, a tiny minority of the human population will be enthusiasts of that thing, but those enthusiasts will have an outsize effect in determining everyone else's taste for that thing. For example, very few people have any real interest in driving a car at 200 MPH, but Ferraris, Lamborghinis and Porsches are widely understood as desirable cars, because the people who are into cars like those marques.

If you're designing a consumer-oriented web service like Netflix or Spotify or Instagram, you will probably add in some user analytics service, and use the insights from that analysis to inform future development. However, that analysis will aggregate its results over all your users, and won't pick out the enthusiasts, who will shape discourse and public opinion about your service. Consequently, your results will be dominated by people who don't really have an opinion, and just take whatever they're given.

Think about web browsers. The first popular browser was Netscape Navigator; then, Internet Explorer came onto the scene. Mozilla Firefox clawed back a fair chunk of market share, and then Google Chrome came along and ate everyone's lunch. In all of these changes, most of the userbase didn't really care what browser they were using: the change was driven by enthusiasts recommending the latest and greatest to their less-technically-inclined friends and family.

So if you develop your product by following your analytics, you'll inevitably converge on something that just shoves content into the faces of an indiscriminating userbase, because that's what the median user of any given service wants. (This isn't to say that most people are tasteless blobs; I think everyone is a connoisseur of something, it's just that for any given individual, that something probably isn't your product.) But who knows - maybe that really is the most profitable way to run a tech business.

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_kush ◴[11 Apr 25 13:34 UTC] No.43653604[source]▶
This is the cycle I keep seeing:

Most great products start out for enthusiasts and often by enthusiasts. They’re opinionated, sharp, sometimes rough, but exciting.

Then VC funding comes in, and the product has to appeal to a broader audience. Things get smoothed out and the metrics rule decisions.

Eventually, the original enthusiasts feel left out. The product’s no longer for them.

So a new product comes out, started again by enthusiasts for enthusiasts. And the cycle repeats - unless someone chooses to grow slowly and sustainably, without raising, and stays focused on the niche.

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1. tehjoker ◴[11 Apr 25 19:55 UTC] No.43657848[source]▶
This is far too generous a story. While true in certain basic respects, it is a process of capitalists changing products to favor their own interests over users in a mature market. It is a process that begins with the promise of individual empowerment (in a new and growing market where companies are forced to appeal to customers) that ends in a kind of silken chains (when the market is well understood and companies are optimizing their financials).

Notably, this process usually involves not creating a simplified interface that can be turned into expert mode but actively removing features, adding cues, and steering user behavior though a psychological maze to achieve desired effects.

Basically, people should understand this corporate lifecycle and stop being deluded by the opening moves in a new market that superficially appear to favor customers, individual empowerment, etc. It is a process that always ends in heartbreak because it serves investors, not the public.