The Reality of Product-Market Fit
A Real Conversation on Why People Don’t Buy
Every founder eventually reaches a point where they realise that just because their product exists, it doesn’t mean people will buy it. It’s a tough pill to swallow, but it’s also the best feedback you can get, because it forces you to figure out why.
I recently had a chat with the founder of a fitness planning app that highlighted for me, the gap between what founders think people need and what people are actually willing to pay for.
Here’s how it played out.
The Conversation: Why I Wouldn’t Pay for This App
A founder reached out after I commented on their post about balancing fitness with a busy schedule. They introduced their app as a way to fit movement into unpredictable routines. I am active, and do make sure I spend part of my week exercising. It sounded interesting, but I wasn’t convinced it was something I’d personally pay for.
These were the key points from the conversation:
Budget and priorities: "I'd put Spotify (for listening at the gym) ahead of your product. Netflix too."
Existing habits: "I don’t need to plan workouts in an app,I just do it in my head."
Competition: "You’re up against free alternatives, like calendars and personal organisers."
Is it a real problem? "It’s a nice-to-have for me, not a must-have. It feels more like a feature, not a standalone product."
The founder explained their app isn’t just a simple reminder app, it adapts to weather conditions, adjusts schedules, and includes gamification to keep users engaged. These are all nice features.
But the problem? None of that was clear to me when I first looked at it.
That back-and-forth led to some key insights about what makes, or breaks a product and its suitability for a particular market.
1. "Nice-to-Have" vs. "Must-Have"
The biggest hurdle for any startup is moving from nice-to-have to must-have status.
If your product doesn’t solve a painful problem, people won’t pay for it.
This app aims to make fitness planning easier, but many people (like me) already manage workouts without it.
The real question to ask is: Is this a problem people are desperate to solve?
2. The Status Quo is a Significant Competitor
A lot of startups assume they’re competing with other apps, but in reality, they’re competing with what people already do today.
I plan workouts in my head. I check the weather if I am choosing between booking a tennis court or going to the gym. I check with tennis playing friends on Whatsapp about their availability. Others may use Google Calendar, Apple Watch, or a notebook.
When you are building an app, you should consider: Why would someone switch from what they’re already doing to my app?
If the answer isn’t obvious, the product isn’t compelling enough yet.
3. Perceived Value Matters More Than Features
Think about where you are making mistake in assuming users will instantly “get it.” If you are wrapped in creating something, you are too close to it. You need to get some perspective. Take a step back. Your assumptions are not my assumptions. And try to frame the way your present the product in those terms.
I looked at the website on my phone and I thought this was just a workout planner.
I looked at the desktop version after the founder later explained it does much more, weather-based scheduling, accountability, gamification.
If that wasn’t clear to me, how many other potential users are bouncing before they even understand the value?
Fix: Messaging needs to be crystal clear. If users don’t see what makes your product different in five seconds, they’re gone. And that’s a shame.
4. You’re Competing for a Slice of the Wallet
Try to remember you are not just competing in your niche. In reality, your’re competing for a share of the customer’s budget.
I’d rather pay for Spotify (to listen to music while working out) than a fitness planner.
If this app costs $10/month, I need to know why it’s worth it.
Many consumer apps fail because they assume people will add them on top of existing subscriptions. In reality, they’re replacing something else. So what’s in it for me? It’s the sort of thing that might be great, as a premium feature on Strava, but as a whole app?
5. First Impressions Make or Break You
Users make snap decisions. That’s it. Instantly.
On mobile, this app looked like a basic planner. On desktop, I could see there was more to it. I only looked because I wanted to help the founder understand more about my reservations.
That difference in presentation can mean the difference between someone signing up or walking away.
Attention spans are short, your landing page and onboarding have to hook people immediately.
What are the lessons for Founders?
Product-market fit isn’t about how great your product is, it’s about how much people feel they need it.
If your product solves a burning problem, people will pay for it.
If your product competes with existing habits, it needs a compelling reason for people to switch.
If your messaging doesn’t communicate the value immediately, you’re losing potential customers before they even try it. It won’t matter who good your distribution is, you will struggle to move the dial.
The key lesson here? PMF isn’t a switch you flip. It’s a process.
Early feedback, even when it’s tough to hear, is gold. It tells you where to refine, what to concentrate on, and what might need to change completely. It will help you understand the market more and help understand where people struggle.
The truth is that people won’t pay for something just because you built it. Even if you have a great marketing plan. They’ll only pay if they believe it solves a problem worth paying for.
Does your product pass that test?
If you are interested in reading more posts like these you can subscribe below.
If you are interest in my work, then head over to Orzo Blue. I am a Certified Bubble Developer and work with clients build products, MVPs and integrating AI and Machine Learning into their business.