In the past a few years, community has been a buzzword for tech startups looking to sell a product or service based on their definition of a useful network. The pandemic has tested these business models, with some companies seeing that consumers were unwilling to pay fees in exchange for advice they could find on Twitter, while others realized it was more important to focus on a target user than to find the largest addressable total. potential market.
That’s part of the reason I had so much fun interviewing the founders of Clubhouse and Chief last week at TechCrunch Disrupt. I spoke to the founders of these companies to understand how they evolved to deal with a disconcerting new normal, and while a social audio app and private membership community for female leaders had quite a different strategy, they shared the same vibe: Less is more.
Clubhouse’s product-market fit
Paul Davison, co-founder and CEO of Clubhouse, was quick to address what others have described as Clubhouse’s fall from favor. He said the app’s initial hype saw it grow users 10-fold month-on-month, a boom that broke much of the app’s underlying infrastructure. ‘application. For months, he said, people had a bad experience on the app due to technical issues and the inability to find a room that matched their interests.
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