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5 Rules for Building a Product From Your Own Order Data

5 Tips for Building a Product From Your Own Order Data

Opinions expressed by Entrepreneur contributors are their own.

Key Takeaways

  • Ranking the order history first beats brainstorming, because real purchases reveal demand that meetings can’t.
  • Cap your own judgment calls in advance, or the result drifts back toward your taste.

Most product ideas start in a meeting. Someone has a hunch, the team falls in love with it and the customer gets a vote only after the money is spent.

That sequence is expensive. When CB Insights studied 431 venture-backed startups that have shut down since 2023, poor product-market fit was cited in 43% of failures it could trace. Plenty of companies already hold a better source of truth than any brainstorm: their own order history.

At Scento, the Paris-based company I founded in 2024, we hand-pour perfume decants, small vials filled from original bottles, and sell more than 3 million of them a year, one every 10 seconds. Every one of those decants is a vote somebody paid to cast. I call building from those votes Bestseller-Backwards: start from what customers already ordered, not from what you wish they would buy.

We put it to work on this year’s perfume advent calendars, two 24-door editions called For Her and For Him, whose doors we chose on Oct. 4. We let our order data fill the doors. Here is how that worked, rule by rule, including where I overruled the data.

1. Rank before you brainstorm

Bestseller-Backwards begins with a ranked list. For the calendars, we sorted our perfumes by sales over the previous 12 months, then checked each name against the last 90 days so a seasonal spike or a fading favorite couldn’t decide a door.

Afterward, we measured the finished lineup against a second list: every perfume ranked by how often customers ordered it on Scento.com between Jan. 1 and Sept. 30, 2026. All six of the perfumes ordered most in that period are inside, from Louis Vuitton Imagination at No. 1 to Maison Francis Kurkdjian Baccarat Rouge 540 Extrait at No. 6. Out of a catalog of more than 1,000 perfumes, those six alone took more than one in nine of all the decants sold on Scento.com in that period.

When six names carry that much of the volume, they belong in the product before the brainstorm starts. All six also landed on the calendar’s biggest days: a December weekend, the last days before Christmas, or door 24.

2. Count only what customers paid for

Our ranking counted a sale only when a customer paid for it. It left out canceled and draft orders, gift cards, bundles and the promotional kits we send out.

Each exclusion strips out a sale that says little about real demand. A promotional kit flatters a perfume nobody chose, and a bundle hides which scent inside it the customer actually wanted.

The list we later used to check the result also dropped fully refunded orders and free gifts. Do that cleanup before anyone sees the ranking, because once a team has a favorite, it will find reasons to keep the messy version.

3. Cut the near-duplicates

A raw bestseller list repeats itself. The top of ours held several versions and close alternatives of the same few scents.

So no edition got two near-duplicates. That rule cost us strong sellers, including Creed Absolu Aventus and Nishane Hacivat, a well-known alternative to Creed Aventus, because Aventus already had a door. Amouage Guidance 46 stayed out because Guidance itself closes the calendar for her.

We also capped each perfume house at two doors per edition. No perfume appears in both editions, so a couple buying both calendars opens 48 different perfumes.

4. Give your leaders the best seat

Where a bestseller sits matters almost as much as whether it’s in. In an advent calendar, the best seat is the last door, and each of ours ends on a larger spray behind door 24.

Each edition closes on its highest-ranked perfume. The calendar for him finishes with Louis Vuitton Imagination, No. 1 on both our lists. The calendar for her saves its own top seller, Amouage Guidance, for the finale.

The rest of the month is planned around attention too. Door 1 is a crowd-pleaser, famous names get the December weekends and the last days before Christmas, and no two neighboring doors come from the same house.

Anything with a sequence or a hero slot works this way, from a product bundle to a software onboarding flow. Put your most-proven item where attention peaks, even when that feels too obvious.

5. Cap the judgment calls

Bestseller-Backwards leaves room for judgment, just not much of it. My own picks took five doors, all designer icons: Yves Saint Laurent Libre and Prada Paradoxe for her, and Dior Sauvage Elixir, Dior Homme Intense and Hermès Terre d’Hermès for him.

They stayed in even where niche perfumes outsold them, because a gift buyer recognizes them at a glance. Gifts carry real weight in this category: Circana reports that prestige fragrance gift sets typically represent more than 25% of fourth-quarter sales in the U.S.

Set a ceiling on off-list picks before you start, and count them when you’re done. Once they outnumber the proven sellers, you’re building around your own taste again.

Even with my five picks, the lineup reads like our bestseller list. Against the January to September ranking, 35 of the 48 perfumes sit in the top 50 and 44 in the top 100, and together they account for one in three of all the decants sold on Scento.com in that period.

Before your next launch, run your own Bestseller-Backwards test. Pull 12 months of paid orders, clean them, rank them and see how much of your idea survives the list.

Your customers have already told you what to build. The order history is where they said it.

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Opinions expressed by Entrepreneur contributors are their own.

Key Takeaways

  • Identify the one problem your buyers care about most. Ask what prompted them to start looking for a solution, what problem they were most eager to solve and why solving it became a priority.
  • Ask what happened before they adopted your solution. How long did they spend on the problem? What mistakes occurred? What opportunities did they miss? What happened when they delayed fixing it?
  • Ask customers to walk you through how they handled the problem before finding your solution and what changed afterward. Then build your messaging around those specific improvements.
  • Interview customers about the concerns they had before purchasing. Ask what nearly stopped them, what reassured them and what information would have made their decision easier.

Your homepage has one of the most important jobs in marketing: convincing the right visitors that your solution is worth exploring.

Yet many companies struggle to turn website traffic into demos, trials or purchases. They invest in SEO, advertising and content to attract visitors, only to watch most of them leave without taking action.

Having spent more than a decade helping B2B companies improve their messaging as a product marketing executive and consultant, I’ve learned that the problem often starts with a misunderstanding of what buyers need to hear before they’re willing to take the next step.

Companies often explain their products from their own perspective. They highlight what they’ve built, everything their product can do and the benefits they assume customers care about. It often results in messaging like “The AI-native GTM platform powering Precision GTM at scale.”

But buyers have their own priorities, frustrations and concerns. If your homepage doesn’t address those, even a great product can struggle to convert.

Here are four common messaging mistakes and how to fix them.

1. You haven’t identified the one problem your buyers care about most

Many companies want their homepage to communicate everything their product can do. They try to capture multiple use cases, features and benefits in a single headline, hoping to appeal to as many potential customers as possible.

The result is often vague messaging that promises to “streamline operations,” “boost productivity,” “help your business grow,” or vague slogans like “We’ll take care of your accounting so you can focus on your business.”

These statements may have some truth, but they’re unlikely to resonate with someone facing a specific, urgent problem. When you try to communicate everything, you risk saying nothing compelling enough to make a buyer act.

Consider a project management platform for marketing agencies. Its homepage might promise to “streamline projects and improve team productivity” or some version of that. But customer interviews could reveal that agency owners are particularly frustrated by missed deadlines that damage client relationships.

Now the company has a more specific message to lead with: “Deliver every client project on time, without constantly chasing your team for updates.”

That message is more likely to capture the attention of an agency owner who’s tired of apologizing to clients for late work. It connects with a problem they’re experiencing and have a reason to solve.

In my customer research work, I often find that what companies think customers value most differs from what actually motivates them to look for a solution.

To find your strongest message, interview recent customers or prospects. Ask what prompted them to start looking for a solution, what problem they were most eager to solve and why solving it became a priority.

Look for the single problem or desired outcome that most consistently motivates your ideal customers to act. Lead with that message on your homepage. You can use the rest of the page to communicate everything else your product offers.

2. You haven’t shown buyers what they’re losing by doing nothing

Your biggest competitor isn’t always another company. Often, it’s the way your prospective customers already do things.

They might recognize the problem your product solves but have learned to live with it. Unless the cost of continuing becomes clear, they have little reason to make a change.

Imagine a software product that automates invoicing for agencies. Its homepage might say, “Automate invoicing and save time.” That’s a reasonable benefit, but it doesn’t fully communicate why the problem deserves attention.

Now consider the agency owner’s existing workflow. Project managers finish work, someone manually checks billable hours, invoices are created at the end of the month, and the finance team follows up on unpaid balances.

The consequences might include delayed invoices, missed billable work, slower payments and unnecessary administrative costs. These are much more compelling reasons to change.

Instead of simply promising automation, the homepage could explain how manual billing creates revenue leakage and cash flow problems.

To make the status quo feel costly, make its consequences visible.

Ask customers what happened before they adopted your solution. How much time did they spend on the problem? What mistakes occurred? What opportunities did they miss? What happened when they delayed fixing it?

Use their answers to communicate the business and emotional impact of the problem. Wherever possible, include real numbers, concrete examples and real-life anecdotes.

3. You’re highlighting the wrong benefits or making your solution hard to imagine

Even when visitors recognize the problem, they still need to understand how your solution will improve their situation.

Many homepages fall short here because they emphasize generic benefits or product capabilities without explaining how the product fits into the buyer’s actual workflow.

For example, an AI-powered customer support platform might highlight advanced language models, intelligent routing and automated workflows. But customer research might reveal that support managers primarily want to reduce the number of repetitive tickets their agents handle without compromising customer satisfaction.

They want to know which questions AI can resolve, when a human agent takes over and how the platform will connect with their existing help desk. The homepage should answer those deeper questions or help the reader easily find that guidance elsewhere on the website.

Rather than simply stating that the product “improves support efficiency,” it could walk visitors through a familiar scenario: A customer asks about an order, AI retrieves the relevant information, and the issue gets resolved without an agent getting involved.

A simple workflow illustration can make the value immediately understandable.

I’ve found that understanding a customer’s existing process is one of the most useful parts of customer interviews. It reveals not only which benefits matter but also which details buyers need to see before they can imagine using a product.

Ask customers to walk you through how they handled the problem before finding your solution and what changed afterward. Then build your messaging around those specific improvements.

4. You haven’t done enough to reduce the perceived risk of buying

Even when buyers see the value, they might hesitate because they’re uncertain about what happens next.

Will the product work for their business? Will implementation be difficult? Will their team actually use it? Can they trust your company to deliver? These concerns can prevent otherwise interested visitors from converting.

I frequently see websites use customer logos and testimonials as their main form of reassurance. Those elements help, but they don’t necessarily answer the specific questions making buyers hesitate.

A small business considering a new accounting platform, for example, might be far more concerned about migrating its financial data than whether the software has won an industry award.

Showing how migration works, explaining the support available and featuring a customer who successfully made the switch could do more to increase conversions.

The most effective reassurance addresses the risks your buyers actually perceive.

Interview customers about the concerns they had before purchasing. Ask what nearly stopped them, what reassured them and what information would have made their decision easier.

Use those insights to select the right customer stories, product demonstrations, guarantees, implementation details and FAQs for your homepage.

Your customers can tell you what your homepage is missing

Improving homepage conversions doesn’t always require a complete redesign, more persuasive copywriting or another round of A/B testing. Sometimes, the most valuable starting point is a handful of conversations with recent buyers.

Ask what problem made them look for a solution, why they couldn’t continue with their existing approach, what convinced them your product was right and what almost prevented them from buying.

Their answers can help you build a homepage that speaks to a real priority, makes the cost of inaction clear, demonstrates relevant value and gives visitors the confidence to take the next step.

That’s a much stronger foundation for conversion than guessing which headline or call to action might perform better.

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