We believe employee feedback is a valuable (and finite) asset. One that is too valuable to waste on HR topics alone. So, we built a collaboration tool on steroids. Joyous starts weekly conversations with employees - focused on specific topics. Organisations use Joyous to enable transformation, improve adoption of tools, or shift culture. Because feedback in Joyous is open, team members can be a part of the solution. We are the antidote to the traditional anonymous survey. Joyous is product led. Our product is a joy to use, achieves great outcomes, and leads the way for our organisation.
- Page 7
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Collaboration over Ownership We leave our egos at the door. We seek input early and often and incorporate good ideas from others. This leads to better outcomes, faster. And allows us to make full use of each other’s strengths to fill in the gaps.
- Page 11
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Sustainable Innovation over Continuous Sprints
- Page 11
-

We have total unambiguous clarity on what objectives are our priority. And, even more important, what objectives are not.
- Page 11
-

Broad Capabilities over Specialists We all have a broad set of capabilities, and a compulsion to deliver excellent outcomes. We do whatever it takes, including our leaders. At Joyous leaders work alongside the rest of the team.
- Page 11
-

Partnerships over Silos We have focused on building a strong partnership between product and engineering.
- Page 11
-

A good strategy ensures that your product is solving real and important challenges for your customers. It ensures your new and existing customers love your product, and won’t churn. Most importantly a good strategy ensures your product is unique. And hard (if not impossible) to copy. This avoids a go to market race in your category.
- Page 12
-

An ideal customer profile for us is a description of the type of company that we want as a customer. They are also the company that would get the most value from our product.
- Page 13
-

“It's easy to get stuck trying to please two very different types of customers. Often, you end up pleasing neither.”
- Page 13
-

Here are some questions you should be able to answer off the top of your head anytime: • How many ICP customers do you have? • How many licensed users do you have? • What is your average deal size? • How much revenue have you earned to date? • How much recurring revenue are you generating? • How much has it cost you so far? • What is your burn rate (how much cash are you spending each month)? If you don’t know, find out. To the dollar if possible. And don’t just find out today, stay on top of this one every day.
- Page 14
- questions, business analysis, startups,

So, there are five metrics we care about: • Monthly Active Users (MAU) • Questions Sent • Questions Answered • Conversations (when someone else replies) • Opportunities for Change
- Page 15
- product analytica, customer success, product analytics,

Because these numbers matter so much to us, we include them in our reporting to customers.
- Page 16
-

Make sure you understand: • The importance of the challenge • The impact it is having today • How they are solving it at the moment • What a good outcome would be. The outcome should be measurable, not simply a new feature.
- Page 17
-

We believe employee feedback is a valuable (and finite) asset. One that is too valuable to waste on HR topics alone. So, we built a collaboration tool on steroids. Joyous starts weekly conversations with employees - focused on specific topics. Organisations use Joyous to enable transformation, improve adoption of tools, or shift culture. Because feedback in Joyous is open, team members can be a part of the solution. We are the antidote to the traditional anonymous survey. Joyous is product led. Our product is a joy to use, achieves great outcomes, and leads the way for our organisation.
- Page 7
-

Collaboration over Ownership We leave our egos at the door. We seek input early and often and incorporate good ideas from others. This leads to better outcomes, faster. And allows us to make full use of each other’s strengths to fill in the gaps.
- Page 11
-

Sustainable Innovation over Continuous Sprints
- Page 11
-

We have total unambiguous clarity on what objectives are our priority. And, even more important, what objectives are not.
- Page 11
-

Broad Capabilities over Specialists We all have a broad set of capabilities, and a compulsion to deliver excellent outcomes. We do whatever it takes, including our leaders. At Joyous leaders work alongside the rest of the team.
- Page 11
-

Partnerships over Silos We have focused on building a strong partnership between product and engineering.
- Page 11
-

A good strategy ensures that your product is solving real and important challenges for your customers. It ensures your new and existing customers love your product, and won’t churn. Most importantly a good strategy ensures your product is unique. And hard (if not impossible) to copy. This avoids a go to market race in your category.
- Page 12
-

An ideal customer profile for us is a description of the type of company that we want as a customer. They are also the company that would get the most value from our product.
- Page 13
-

“It's easy to get stuck trying to please two very different types of customers. Often, you end up pleasing neither.”
- Page 13
-

Here are some questions you should be able to answer off the top of your head anytime: • How many ICP customers do you have? • How many licensed users do you have? • What is your average deal size? • How much revenue have you earned to date? • How much recurring revenue are you generating? • How much has it cost you so far? • What is your burn rate (how much cash are you spending each month)? If you don’t know, find out. To the dollar if possible. And don’t just find out today, stay on top of this one every day.
- Page 14
- questions, business analysis, startups,

So, there are five metrics we care about: • Monthly Active Users (MAU) • Questions Sent • Questions Answered • Conversations (when someone else replies) • Opportunities for Change
- Page 15
- product analytica, customer success, product analytics,

Because these numbers matter so much to us, we include them in our reporting to customers.
- Page 16
-

Make sure you understand: • The importance of the challenge • The impact it is having today • How they are solving it at the moment • What a good outcome would be. The outcome should be measurable, not simply a new feature.
- Page 17
-