Most teams are still measured on what happens before a customer buys. Very few are measured on what happens after the product lands in someone’s hands.
Join us to learn about the unique challenge Breville faced in the US: espresso wasn’t a default behavior. Premium machines were landing in homes, but many customers felt overwhelmed, intimidated, or unsure where to start.
So, instead of treating post-purchase as a downstream support or marketing problem, Breville treated it like product work.
Because Breville recognized you don't ship a product — you ship a behavior change.
What You’ll Learn
- Why buyer’s remorse is a product problem (not just a support issue)
- How “familiarity” can be both a benefit and a barrier to adoption
- How to increase usage over time and turn competence into advocacy
Join us to learn about the unique challenge Breville faced in the US: espresso wasn’t a default behavior. Premium machines were landing in homes, but many customers felt overwhelmed, intimidated, or unsure where to start.
So, instead of treating post-purchase as a downstream support or marketing problem, Breville treated it like product work.
Because Breville recognized you don't ship a product — you ship a behavior change.
What You’ll Learn
- Why buyer’s remorse is a product problem (not just a support issue)
- How “familiarity” can be both a benefit and a barrier to adoption
- How to increase usage over time and turn competence into advocacy
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