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The valuation of Wish has dropped from $22 billion to just $0.45 billion. A staggering 50x decrease in less than two years. This case illustrates the importance of defensibility — the ability to maintain a competitive advantage.

Why does Netflix release all episodes of a season at once, while most other streaming providers release episodes on a weekly basis?

I don’t have any data, but here are my thoughts on the pros and cons.

As a product manager, it’s easy to fall into the trap of thinking that your product is an important part of your user’s life or that you have a loyal customer base.

But that’s not always the case.

Can you persuade one user to switch to your product?

That’s where your growth foundation is.

Imagine you have just rolled out a new feature after long weeks of development. Or maybe a whole product redesign.

But right after that, you notice the metrics going down. What would you do?

Did you know you can improve user retention but make a product worse?

Product metrics don’t always reflect how effectively a product solves a user’s problem.

The activation flow of a product is never as easy and straightforward as PMs expect or design it to be.

In reality, users’ paths to the value are usually way more complicated than one might expect.

10 days ago, I mentioned the Lensa app and its great viral loop.

Now, the app has reached the # 1 spot on the App Store in the US and is making over $1 million per day.

Most bad product decisions are justified by what the business needs.

Most good product decisions are justified by what the customer needs.

Most PMs don’t notice the difference between the two.

Most product teams dream of a viral loop with a K factor > 1.

6 years ago, the Prisma app team hit that milestone and got over 120 million installs.

Now the same team is at it again with their new product Lensa. If you haven’t heard about it already, you will soon.