It sounds to me like you did a very good job at Product Development, but a failing job at Customer Development. You should have validated your assumptions against a small customer base, focusing on the most minimum of viable products. Then, let your customers pull you for new features rather than brainstorm all the possible ways your product "could" be used.
A feature that people "could" use, but don't actually use, is not really a feature - it's wasteful development.
It sounds like there's really some valuable stuff in the product. Is there a core of what the product could do (trimming it down to an MVP) that you can then validate through a Customer Development or similar process?
I know - it's Monday night quarterbacking (or whatever the other analogy is here), but I find you learn more from failures than successes. And anyone who's been through this more than once will tell you that failures are far more common than success. The only true failure is giving up, so use this as an opportunity to learn, pivot, and find the winning solution.
A feature that people "could" use, but don't actually use, is not really a feature - it's wasteful development.
It sounds like there's really some valuable stuff in the product. Is there a core of what the product could do (trimming it down to an MVP) that you can then validate through a Customer Development or similar process?
I know - it's Monday night quarterbacking (or whatever the other analogy is here), but I find you learn more from failures than successes. And anyone who's been through this more than once will tell you that failures are far more common than success. The only true failure is giving up, so use this as an opportunity to learn, pivot, and find the winning solution.