Thoughts on the Rabbit R1
Learnings on Product Customer Experience, Product Distribution & Go To Market
Context
A lot of my friends and I have been talking about the new Rabbit R1 unveiled during CES 2024. The R1 is what Rabbit describes as a “pocket companion” powered by a “Large Action Model” that helps users take action using their natural voice. For example, users can order an Uber to their house or point the R1’s camera inside their fridge and ask what meal they can cook.
Thoughts
The keynote highlighted the necessity of creating the hardware. Even if they use their model locally, is this a significant obstacle for an MVP launch? This led me to think more about the product itself.
At first glance, it seems that a smartphone could perform most of the R1's functions. So, why the need for separate hardware?
After some thought, I realized that the unique selling point of the R1 is its “teach mode.” This software feature allows users to instruct the R1 in executing specific workflows, like logging into Discord or creating an image in Midjourney, even for unsupported apps.
I was listening to the WVFRM podcast where they talked about how the R1 could have been an app (at least technically speaking) but that nobody might have cared enough about it.
Thought 1: Extremes & Constraints
The creation of hardware centers around enhancing the customer experience. With a phone, usage remains conventional. However, by imposing constraints, such as primary interaction through voice, you push the boundaries of intentional customer experience with the product.
Thought 2: Distribution, GTM & Early Adopters
The hardware serves as both a distribution model and a Go-To-Market (GTM) strategy.
By designing a “fun,” toy-like product, Rabbit can create buzz and attract early adopters.
Sure, they could have charged $50 for a similar phone app. But would it have been just another transient ProductHunt launch, quickly forgotten?
By creating a $200 AI hardware product with a beautiful design, and limited ways to interact with it, Rabbit effectively targets a hyper-focused ideal customer profile (ICP).
Closing Thoughts
Applying These Insights
The key lies in pinpointing an 'extreme' within the customer journey. By focusing on the ‘extreme’, we can develop products that resonate deeply with our target audience.
The next step involves tailoring our distribution strategies specifically for this group, thereby laying a strong foundation for building and scaling great products.