Загрузка видео...

Не удалось загрузить видео

На главную

Many startups find early pull, but only a few break out. Why? They stop at product/market fit and never find business model fit. Business model fit isn’t just about how much you charge for your product, but HOW you charge for it, and how you align customer value with...

far33d's profile picture

Fareed Mosavat

12,813 subscribers

24,820 просмотров • 11 месяцев назад •via X (Twitter)

LIVE

Anya Rossi• Live Now

Private livecam show

Комментарии: 0

Нет доступных комментариев

Здесь появятся комментарии из оригинального поста

Похожие видео

Benchmark founder Andy Rachleff on what most founders get wrong about product/market fit “When you’re starting a company, you need to develop a value hypothesis and then a growth hypothesis. The value hypothesis consists of the what, the who, and the how. What are you going to build? For whom is it relevant? And what’s the business model? That’s the how.” Andy believes the core of product market fit is proving the value hypothesis. And the mistake most founders make is iterating on the “what” variable, which he defines as the inflection point in technology you’re building on: “Great technology companies are created by virtue of an entrepreneur recognizing an inflection point in technology that allows them to build a new product.” When Andy was building Wealthfront, this inflection point was brokerage APIs and ETFs. It’s only once you’ve identified an inflection point in technology (the “what”), Andy argues, that you should begin to focus on the “who” (e.g. what’s the market?) and the “how” (e.g. what’s the business model?). “You don’t start with a market and look for problems to which you can find a solution because that’s consensus, leads to mundane outcomes, and certainly doesn’t support venture capital. The great returns in venture capital have all come from people who have tried to do something non-consensus.” The other product/market fit mistake Andy often sees founders make is spending too much money on advertising: “The way that you really know you’ve found [product/market fit] is if you have exponential organic growth - if you have word of mouth. People only recommend things that they love… I’ve seen many entrepreneurs fall in love with the growth they’ve gotten from their advertising and not realized they’re not getting word of mouth.” Video source: Fintech Nexus (2018)
1:39

Benchmark founder Andy Rachleff on what most founders get wrong about product/market fit “When you’re starting a company, you need to develop a value hypothesis and then a growth hypothesis. The value hypothesis consists of the what, the who, and the how. What are you going to build? For whom is it relevant? And what’s the business model? That’s the how.” Andy believes the core of product market fit is proving the value hypothesis. And the mistake most founders make is iterating on the “what” variable, which he defines as the inflection point in technology you’re building on: “Great technology companies are created by virtue of an entrepreneur recognizing an inflection point in technology that allows them to build a new product.” When Andy was building Wealthfront, this inflection point was brokerage APIs and ETFs. It’s only once you’ve identified an inflection point in technology (the “what”), Andy argues, that you should begin to focus on the “who” (e.g. what’s the market?) and the “how” (e.g. what’s the business model?). “You don’t start with a market and look for problems to which you can find a solution because that’s consensus, leads to mundane outcomes, and certainly doesn’t support venture capital. The great returns in venture capital have all come from people who have tried to do something non-consensus.” The other product/market fit mistake Andy often sees founders make is spending too much money on advertising: “The way that you really know you’ve found [product/market fit] is if you have exponential organic growth - if you have word of mouth. People only recommend things that they love… I’ve seen many entrepreneurs fall in love with the growth they’ve gotten from their advertising and not realized they’re not getting word of mouth.” Video source: Fintech Nexus (2018)

Startup Archive

16,595 просмотров • 1 год назад

Rahul Vohra on how to measure product/market fit Rahul Vohra is the founder and CEO of Superhuman. He was looking for a metric to measure product/market fit so that he and his team could optimize, and he came across the following methodology from Sean Ellis: Simply ask your users: “How would you feel if you could no longer use the product?” with three options: (1) not disappointed, (2) somewhat disappointed, or (3) very disappointed. It turns out that the benchmark for product/market fit across hundreds of venture-backed startups is 40% of respondents saying “very disappointed”. And as Rahul puts it: “If more than 40% of your users would be very disappointed without your product, then you should focus on growing your company. If less than 40% of your users would be very disappointed without your product, then you’ll probably struggle to grow.” 40% may not sound like a lot, but it’s an incredibly hard benchmark to beat. For example, Slack posed this to 731 customers early in the company’s history, and 51% said they would be very disappointed without Slack. One might expect a terrific product like Slack to have a score of 60-80%, but that wasn’t the case. Rahul’s explanation of why the response options are focused on disappointment rather than happiness is interesting too: “I think the reason behind that is that if you ask people how they feel about a product and you give them positive potential responses, I think it invites more bias. People are more likely to be polite. And it also doesn’t get to the heart of the matter which is: how necessary has your product become in people’s lives? If you’re trying to build a company that’s going to stand the test of time, you really do have to build a product that matters and that people ultimately come to depend on because it’s just so incredible at what it does. And that’s what this question gets to the heart of.”
4:39

Rahul Vohra on how to measure product/market fit Rahul Vohra is the founder and CEO of Superhuman. He was looking for a metric to measure product/market fit so that he and his team could optimize, and he came across the following methodology from Sean Ellis: Simply ask your users: “How would you feel if you could no longer use the product?” with three options: (1) not disappointed, (2) somewhat disappointed, or (3) very disappointed. It turns out that the benchmark for product/market fit across hundreds of venture-backed startups is 40% of respondents saying “very disappointed”. And as Rahul puts it: “If more than 40% of your users would be very disappointed without your product, then you should focus on growing your company. If less than 40% of your users would be very disappointed without your product, then you’ll probably struggle to grow.” 40% may not sound like a lot, but it’s an incredibly hard benchmark to beat. For example, Slack posed this to 731 customers early in the company’s history, and 51% said they would be very disappointed without Slack. One might expect a terrific product like Slack to have a score of 60-80%, but that wasn’t the case. Rahul’s explanation of why the response options are focused on disappointment rather than happiness is interesting too: “I think the reason behind that is that if you ask people how they feel about a product and you give them positive potential responses, I think it invites more bias. People are more likely to be polite. And it also doesn’t get to the heart of the matter which is: how necessary has your product become in people’s lives? If you’re trying to build a company that’s going to stand the test of time, you really do have to build a product that matters and that people ultimately come to depend on because it’s just so incredible at what it does. And that’s what this question gets to the heart of.”

Michael McGuiness

67,106 просмотров • 2 лет назад

How Can Scientists Best Become Founders? david friedberg answers a fan question from James Sinka - Boston & SF: "I think the biggest challenge that scientists face when trying to build businesses is shifting from a research and discovery mindset to a product and customer mindset." this can be really hard for scientists, because absolute truth doesn't rule the day in startups like it does in science example: "You have to listen to customers who sometimes might not want the most rational or the most obvious thing." "Iterating your business to find product-market fit is the necessary role of a founder. But it's often different than the scientific process of discovering absolute truth." so, how can scientists overcome this hurdle to become great founders? change their framing, and use the scientific method as a strength: "One way scientists can be successful is to think about product-market fit as a discovery process, and using the iterative and scientific method to try and get to that." "I have seen scientists shift to (an) engineering mindset, using the scientific method to try and find product-market fit."
0:54

How Can Scientists Best Become Founders? david friedberg answers a fan question from James Sinka - Boston & SF: "I think the biggest challenge that scientists face when trying to build businesses is shifting from a research and discovery mindset to a product and customer mindset." this can be really hard for scientists, because absolute truth doesn't rule the day in startups like it does in science example: "You have to listen to customers who sometimes might not want the most rational or the most obvious thing." "Iterating your business to find product-market fit is the necessary role of a founder. But it's often different than the scientific process of discovering absolute truth." so, how can scientists overcome this hurdle to become great founders? change their framing, and use the scientific method as a strength: "One way scientists can be successful is to think about product-market fit as a discovery process, and using the iterative and scientific method to try and get to that." "I have seen scientists shift to (an) engineering mindset, using the scientific method to try and find product-market fit."

The All-In Podcast

65,259 просмотров • 2 лет назад

PinkPantheress gives honest advice to upcoming artists about the difference between wanting to make music and wanting to become famous from it: "If you want to make music, just to create music, then do it freely." "If you want to be famous through music, then it is a business. It's a form of business and you have to study it like a business. Because when someone starts a business, they want to promote their product and your product is music. So you need to promote it like a product." (via In Proximity)
1:44

PinkPantheress gives honest advice to upcoming artists about the difference between wanting to make music and wanting to become famous from it: "If you want to make music, just to create music, then do it freely." "If you want to be famous through music, then it is a business. It's a form of business and you have to study it like a business. Because when someone starts a business, they want to promote their product and your product is music. So you need to promote it like a product." (via In Proximity)

Kurrco

1,226,873 просмотров • 3 месяцев назад

Elon tonight on the Model S and Model X: "Those cars were made with love; That's at the heart of any great product. If the employees making it genuinely love the product, when you genuinely love your kids, you care about things in a different way; You do things to make the product amazing because you love it. And that's what translates to people wanting the product."
1:33

Elon tonight on the Model S and Model X: "Those cars were made with love; That's at the heart of any great product. If the employees making it genuinely love the product, when you genuinely love your kids, you care about things in a different way; You do things to make the product amazing because you love it. And that's what translates to people wanting the product."

Sawyer Merritt

11,920,388 просмотров • 2 месяцев назад

Q: How do you decide which customers to listen to? As Superhuman founder & CEO Rahul Vohra puts it: “In a world where you’re drowning in feedback—and most startups are drowning in feedback—you have to filter it down to only the stuff that’s going to increase the number of people who fall in love with your product.” Most startups will listen to all feedback from on-the-fence customers, but this isn’t targeted enough and will often lead to a muddled, incoherent product. As Rahul argues in the clip below, you need to identify the main benefit of your product—for Superhuman this was speed. And then focus on the feedback of on-the-fence users who also view this as the main benefit—there’s often something small holding them back. Users for whom your main benefit does not resonate (e.g. Superhuman users who value offline capabilities rather than speed), are unlikely to ever fall in love with your product. When Superhuman ran this analysis in 2015, they found that the main thing holding back users who viewed speed as the main benefit was their lack of a mobile app. Probing further, they found some less obvious and more interesting requests, such as integrations, attachment handling, calendering, unified inbox and read receipts. With a clear understanding of their main benefit and missing features, they were able to move this cohort of users from on-the-fence into the territory of enthusiastic advocates. As Rahul puts it in his Product Market Fit Engine article: “To increase your product/market fit score, spend half your time doubling down on what users already love and the other half on addressing what’s holding others back.” But make sure you’re focusing on users who love the main benefit of your product. Users who don’t are unlikely to ever fall in love with your product.
2:03

Q: How do you decide which customers to listen to? As Superhuman founder & CEO Rahul Vohra puts it: “In a world where you’re drowning in feedback—and most startups are drowning in feedback—you have to filter it down to only the stuff that’s going to increase the number of people who fall in love with your product.” Most startups will listen to all feedback from on-the-fence customers, but this isn’t targeted enough and will often lead to a muddled, incoherent product. As Rahul argues in the clip below, you need to identify the main benefit of your product—for Superhuman this was speed. And then focus on the feedback of on-the-fence users who also view this as the main benefit—there’s often something small holding them back. Users for whom your main benefit does not resonate (e.g. Superhuman users who value offline capabilities rather than speed), are unlikely to ever fall in love with your product. When Superhuman ran this analysis in 2015, they found that the main thing holding back users who viewed speed as the main benefit was their lack of a mobile app. Probing further, they found some less obvious and more interesting requests, such as integrations, attachment handling, calendering, unified inbox and read receipts. With a clear understanding of their main benefit and missing features, they were able to move this cohort of users from on-the-fence into the territory of enthusiastic advocates. As Rahul puts it in his Product Market Fit Engine article: “To increase your product/market fit score, spend half your time doubling down on what users already love and the other half on addressing what’s holding others back.” But make sure you’re focusing on users who love the main benefit of your product. Users who don’t are unlikely to ever fall in love with your product.

Michael McGuiness

89,872 просмотров • 3 лет назад

Elon Musk on why the Model S and Model X succeeded: “Those cars were designed with love. Every part of it, inside and outside, even things people couldn’t see - we put there because we love the product” “It’s at the heart of any great product. If the people making it genuinely love that product… it’s not a spreadsheet thing. You do things to make the product amazing because you love it Even if people don’t see all of those things, they feel a lot of those things. And that’s what translates to people wanting the product”
1:15

Elon Musk on why the Model S and Model X succeeded: “Those cars were designed with love. Every part of it, inside and outside, even things people couldn’t see - we put there because we love the product” “It’s at the heart of any great product. If the people making it genuinely love that product… it’s not a spreadsheet thing. You do things to make the product amazing because you love it Even if people don’t see all of those things, they feel a lot of those things. And that’s what translates to people wanting the product”

X Freeze

4,285,452 просмотров • 2 месяцев назад

Brian Armstrong shares the Y Combinator advice that helped Coinbase find product/market fit “The first version of a product you put out doesn’t work. In fact, that’s the only thing I’ve ever seen happen in startups. I’ve never seen a startup where the first version of their product actually worked. Sometimes in hindsight people like to tell that story, but I think in reality it’s very rare.” The first version of Coinbase was a hosted Bitcoin wallet. Brian posted it to Reddit and a few people signed up but nobody stuck around. Rather than get discouraged though, he recalled the advice he got at Y Combinator: “Don’t spend your time going to conferences and trying to raise money. If you don’t have product/market fit yet, talk to your customers and improve the product based on their feedback… There’s really only two things you should be doing in the early stage - talking to your customers and improving the product. It sounds like simple advice, but people spend so much time doing other stuff that’s not actually real work.” Following that advice, Brian emailed 10 of the people who had signed up for Coinbase and asked if they’d be open to a quick phone call. One of the users liked the wallet but didn’t have any Bitcoin. Brian asked him: “If there was an easy way to get Bitcoin into your wallet - like a buy button or something - would you have stuck around and used it?” “Yeah, probably” replied the user. So Brian spent the next few months securing bank partnerships and money transmission licenses so he could build a simple buy button into the app. Then he launched it. “The minute we launched that buy button, it started to grow every day organically with no marketing or anything. And that was the minute I felt like we finally had product/market fit.” Video Source: Steven Bartlett
1:32

Brian Armstrong shares the Y Combinator advice that helped Coinbase find product/market fit “The first version of a product you put out doesn’t work. In fact, that’s the only thing I’ve ever seen happen in startups. I’ve never seen a startup where the first version of their product actually worked. Sometimes in hindsight people like to tell that story, but I think in reality it’s very rare.” The first version of Coinbase was a hosted Bitcoin wallet. Brian posted it to Reddit and a few people signed up but nobody stuck around. Rather than get discouraged though, he recalled the advice he got at Y Combinator: “Don’t spend your time going to conferences and trying to raise money. If you don’t have product/market fit yet, talk to your customers and improve the product based on their feedback… There’s really only two things you should be doing in the early stage - talking to your customers and improving the product. It sounds like simple advice, but people spend so much time doing other stuff that’s not actually real work.” Following that advice, Brian emailed 10 of the people who had signed up for Coinbase and asked if they’d be open to a quick phone call. One of the users liked the wallet but didn’t have any Bitcoin. Brian asked him: “If there was an easy way to get Bitcoin into your wallet - like a buy button or something - would you have stuck around and used it?” “Yeah, probably” replied the user. So Brian spent the next few months securing bank partnerships and money transmission licenses so he could build a simple buy button into the app. Then he launched it. “The minute we launched that buy button, it started to grow every day organically with no marketing or anything. And that was the minute I felt like we finally had product/market fit.” Video Source: Steven Bartlett

Startup Archive

151,318 просмотров • 1 год назад

Brian Armstrong shares the Y Combinator advice that helped Coinbase find product/market fit “The first version of a product you put out doesn’t work. In fact, that’s the only thing I’ve ever seen happen in startups. I’ve never seen a startup where the first version of their product actually worked. Sometimes in hindsight people like to tell that story, but I think in reality it’s very rare.” The first version of Coinbase was a hosted Bitcoin wallet. Brian posted it to Reddit and a few people signed up but nobody stuck around. Rather than get discouraged though, he recalled the advice he got at Y Combinator: “Don’t spend your time going to conferences and trying to raise money. If you don’t have product/market fit yet, talk to your customers and improve the product based on their feedback… There’s really only two things you should be doing in the early stage - talking to your customers and improving the product. It sounds like simple advice, but people spend so much time doing other stuff that’s not actually real work.” Following that advice, Brian emailed 10 of the people who had signed up for Coinbase and asked if they’d be open to a quick phone call. One of the users liked the wallet but didn’t have any Bitcoin. Brian asked him: “If there was an easy way to get Bitcoin into your wallet - like a buy button or something - would you have stuck around and used it?” “Yeah, probably” replied the user. So Brian spent the next few months securing bank partnerships and money transmission licenses so he could build a simple buy button into the app. Then he launched it. “The minute we launched that buy button, it started to grow every day organically with no marketing or anything. And that was the minute I felt like we finally had product/market fit.” Video source: Steven Bartlett (2022)
1:32

Brian Armstrong shares the Y Combinator advice that helped Coinbase find product/market fit “The first version of a product you put out doesn’t work. In fact, that’s the only thing I’ve ever seen happen in startups. I’ve never seen a startup where the first version of their product actually worked. Sometimes in hindsight people like to tell that story, but I think in reality it’s very rare.” The first version of Coinbase was a hosted Bitcoin wallet. Brian posted it to Reddit and a few people signed up but nobody stuck around. Rather than get discouraged though, he recalled the advice he got at Y Combinator: “Don’t spend your time going to conferences and trying to raise money. If you don’t have product/market fit yet, talk to your customers and improve the product based on their feedback… There’s really only two things you should be doing in the early stage - talking to your customers and improving the product. It sounds like simple advice, but people spend so much time doing other stuff that’s not actually real work.” Following that advice, Brian emailed 10 of the people who had signed up for Coinbase and asked if they’d be open to a quick phone call. One of the users liked the wallet but didn’t have any Bitcoin. Brian asked him: “If there was an easy way to get Bitcoin into your wallet - like a buy button or something - would you have stuck around and used it?” “Yeah, probably” replied the user. So Brian spent the next few months securing bank partnerships and money transmission licenses so he could build a simple buy button into the app. Then he launched it. “The minute we launched that buy button, it started to grow every day organically with no marketing or anything. And that was the minute I felt like we finally had product/market fit.” Video source: Steven Bartlett (2022)

Startup Archive

56,857 просмотров • 1 год назад

Brian Armstrong shares the Y Combinator advice that helped Coinbase find product/market fit “The first version of a product you put out doesn’t work. In fact, that’s the only thing I’ve ever seen happen in startups. I’ve never seen a startup where the first version of their product actually worked. Sometimes in hindsight people like to tell that story, but I think in reality it’s very rare.” The first version of Coinbase was a hosted Bitcoin wallet. Brian posted it to Reddit and a few people signed up but nobody stuck around. Rather than get discouraged though, he recalled the advice he got at Y Combinator: “Don’t spend your time going to conferences and trying to raise money. If you don’t have product/market fit yet, talk to your customers and improve the product based on their feedback… There’s really only two things you should be doing in the early stage - talking to your customers and improving the product. It sounds like simple advice, but people spend so much time doing other stuff that’s not actually real work.” Following that advice, Brian emailed 10 of the people who had signed up for Coinbase and asked if they’d be open to a quick phone call. One of the users liked the wallet but didn’t have any Bitcoin. Brian asked him: “If there was an easy way to get Bitcoin into your wallet - like a buy button or something - would you have stuck around and used it?” “Yeah, probably” replied the user. So Brian spent the next few months securing bank partnerships and money transmission licenses so he could build a simple buy button into the app. Then he launched it. “The minute we launched that buy button, it started to grow every day organically with no marketing or anything. And that was the minute I felt like we finally had product/market fit.” Video source: Steven Bartlett (2022)
1:32

Brian Armstrong shares the Y Combinator advice that helped Coinbase find product/market fit “The first version of a product you put out doesn’t work. In fact, that’s the only thing I’ve ever seen happen in startups. I’ve never seen a startup where the first version of their product actually worked. Sometimes in hindsight people like to tell that story, but I think in reality it’s very rare.” The first version of Coinbase was a hosted Bitcoin wallet. Brian posted it to Reddit and a few people signed up but nobody stuck around. Rather than get discouraged though, he recalled the advice he got at Y Combinator: “Don’t spend your time going to conferences and trying to raise money. If you don’t have product/market fit yet, talk to your customers and improve the product based on their feedback… There’s really only two things you should be doing in the early stage - talking to your customers and improving the product. It sounds like simple advice, but people spend so much time doing other stuff that’s not actually real work.” Following that advice, Brian emailed 10 of the people who had signed up for Coinbase and asked if they’d be open to a quick phone call. One of the users liked the wallet but didn’t have any Bitcoin. Brian asked him: “If there was an easy way to get Bitcoin into your wallet - like a buy button or something - would you have stuck around and used it?” “Yeah, probably” replied the user. So Brian spent the next few months securing bank partnerships and money transmission licenses so he could build a simple buy button into the app. Then he launched it. “The minute we launched that buy button, it started to grow every day organically with no marketing or anything. And that was the minute I felt like we finally had product/market fit.” Video source: Steven Bartlett (2022)

Startup Archive

78,532 просмотров • 9 месяцев назад

Q: Best advice for a pre-product/market fit startup? One of my favorite pieces of advice on this topic comes from Coinbase founder Brian Armstrong: “Action produces information. Just keep doing stuff.” He borrows this from Paul Graham who said: “Startups are like sharks. If they stop swimming they die.’” Even if you’re not sure what to do, just try something different. Don’t get stuck in endless debate or analysis paralysis. When you try a product or go-to-market experiment, it will produce information and help you come up with better ideas of what to try next. This is true even when you build the wrong thing because it will help you identify which hypotheses about your users, value proposition, go-to-market strategy, etc. are wrong. So if you’re pre-product/market fit, my best advice is to just keep moving and trying things. Follow Startup Archive for more tactical startup advice!
1:26

Q: Best advice for a pre-product/market fit startup? One of my favorite pieces of advice on this topic comes from Coinbase founder Brian Armstrong: “Action produces information. Just keep doing stuff.” He borrows this from Paul Graham who said: “Startups are like sharks. If they stop swimming they die.’” Even if you’re not sure what to do, just try something different. Don’t get stuck in endless debate or analysis paralysis. When you try a product or go-to-market experiment, it will produce information and help you come up with better ideas of what to try next. This is true even when you build the wrong thing because it will help you identify which hypotheses about your users, value proposition, go-to-market strategy, etc. are wrong. So if you’re pre-product/market fit, my best advice is to just keep moving and trying things. Follow Startup Archive for more tactical startup advice!

Startup Archive

597,856 просмотров • 2 лет назад

Trump To Transfer $200B of Tariff Revenue to Pay For WIC: “…I totally approve that policy, it’s time the federal government earned its keep. Remember folks, the government is also a business, and with any business, you’re in the business of making money. Don’t come to beg the shareholders for more money, with a failing product. Instead, make a product, collect your money, and pay and earn your keep.”
1:23

Trump To Transfer $200B of Tariff Revenue to Pay For WIC: “…I totally approve that policy, it’s time the federal government earned its keep. Remember folks, the government is also a business, and with any business, you’re in the business of making money. Don’t come to beg the shareholders for more money, with a failing product. Instead, make a product, collect your money, and pay and earn your keep.”

Farm Girl Carrie 👩‍🌾

120,228 просмотров • 10 месяцев назад

Marc Andreessen on the 3 things he looks for when investing in a startup The first thing Marc Andreesen looks for is a big market: “Is there a big existing market that you think you can go after and displace incumbents? Or do you believe there will be a new market that will be big?” The second thing he looks for is a 10x better product: “Is there a fundamental technology or economic change that justifies a new company? And the way I always think about that is: Is there a 10x change happening in the technology landscape? Is something 10x faster, 10x cheaper, or 10x better? If it’s not 10x, we as both VCs and entrepreneurs have to ask ourselves if it’s really worth doing because it’s really hard to start new companies . . . Existing companies are usually pretty good at what they do. So for a new company to exist, it has to bring a product to market that’s so much better than what exists that it punches through the status quo.” The third is the team: “Is the team outstanding? . . . You want to have a founding team of complementary skillsets. You want to have at least one super strong technologist — quite possibly more than one. Some of the best startups are actually more than one founding technologist. And then it often helps to have someone who is a marketing or salesperson who has a really good understanding of business.” Marc believes that you need all three of these, but if you’re going to compromise on one of those as an investor, it should be the product: “A great market is a lot easier to make up for with iterative product execution. The problem with a poor or small market is that even if you do a good job on the product, there just aren’t that many customers so it’s hard to ever get big and people get demoralized . . . And then we evaluate the team of a startup by its ability to get into a big market with a good product.”
2:43

Marc Andreessen on the 3 things he looks for when investing in a startup The first thing Marc Andreesen looks for is a big market: “Is there a big existing market that you think you can go after and displace incumbents? Or do you believe there will be a new market that will be big?” The second thing he looks for is a 10x better product: “Is there a fundamental technology or economic change that justifies a new company? And the way I always think about that is: Is there a 10x change happening in the technology landscape? Is something 10x faster, 10x cheaper, or 10x better? If it’s not 10x, we as both VCs and entrepreneurs have to ask ourselves if it’s really worth doing because it’s really hard to start new companies . . . Existing companies are usually pretty good at what they do. So for a new company to exist, it has to bring a product to market that’s so much better than what exists that it punches through the status quo.” The third is the team: “Is the team outstanding? . . . You want to have a founding team of complementary skillsets. You want to have at least one super strong technologist — quite possibly more than one. Some of the best startups are actually more than one founding technologist. And then it often helps to have someone who is a marketing or salesperson who has a really good understanding of business.” Marc believes that you need all three of these, but if you’re going to compromise on one of those as an investor, it should be the product: “A great market is a lot easier to make up for with iterative product execution. The problem with a poor or small market is that even if you do a good job on the product, there just aren’t that many customers so it’s hard to ever get big and people get demoralized . . . And then we evaluate the team of a startup by its ability to get into a big market with a good product.”

Startup Archive

17,333 просмотров • 6 месяцев назад

Ben Horowitz on the two things every successful technology startup must do 1. Build a product that improves how some large group of people does something by 10x. “You have to build a transformational product. There is no way to build a great new company without a great product… If you look at the great technology companies, the thing that distinguishes them is the ability to keep coming up with a better way of doing things.” 2. Taking the market. “You can come up with the best product, but if you don’t [take the market], you really don’t have a company. Most technology businesses are network effects businesses. You have to win… If you’re an engineer, what business skills do you need to build a technology company? They’re all around the skills that you need to win the market. How do you out-market, out-sell, and beat the competition?… Do you build a good enough company that you go win?” Video source: UC Berkeley (2009)
1:50

Ben Horowitz on the two things every successful technology startup must do 1. Build a product that improves how some large group of people does something by 10x. “You have to build a transformational product. There is no way to build a great new company without a great product… If you look at the great technology companies, the thing that distinguishes them is the ability to keep coming up with a better way of doing things.” 2. Taking the market. “You can come up with the best product, but if you don’t [take the market], you really don’t have a company. Most technology businesses are network effects businesses. You have to win… If you’re an engineer, what business skills do you need to build a technology company? They’re all around the skills that you need to win the market. How do you out-market, out-sell, and beat the competition?… Do you build a good enough company that you go win?” Video source: UC Berkeley (2009)

Startup Archive

36,753 просмотров • 4 месяцев назад

Ben Horowitz explains the two things every successful technology startup must do 1. Build a product that improves how some large group of people does something by 10x. “You have to build a transformational product. There is no way to build a great new company without a great product… If you look at the great technology companies, the thing that distinguishes them is the ability to keep coming up with a better way of doing things.” 2. Taking the market. “You can come up with the best product, but if you don’t [take the market], you really don’t have a company. Most technology businesses are network effects businesses. You have to win… If you’re an engineer, what business skills do you need to build a technology company? They’re all around the skills that you need to win the market. How do you out-market, out-sell, and beat the competition?… Do you build a good enough company that you go win?” Video Source: UC Berkeley
1:50

Ben Horowitz explains the two things every successful technology startup must do 1. Build a product that improves how some large group of people does something by 10x. “You have to build a transformational product. There is no way to build a great new company without a great product… If you look at the great technology companies, the thing that distinguishes them is the ability to keep coming up with a better way of doing things.” 2. Taking the market. “You can come up with the best product, but if you don’t [take the market], you really don’t have a company. Most technology businesses are network effects businesses. You have to win… If you’re an engineer, what business skills do you need to build a technology company? They’re all around the skills that you need to win the market. How do you out-market, out-sell, and beat the competition?… Do you build a good enough company that you go win?” Video Source: UC Berkeley

Startup Archive

77,268 просмотров • 2 лет назад

Google's Logan Kilpatrick thinks Gemini 3 Flash vindicates the wrapper business model. "As a product builder, I don't think there's been a time in the history of building startups where you just get to show up one morning and somebody made your product 40% better, and saved you 50%." "We ran a behind-the-scenes test with 3 Flash. Because of how much faster it was, retention went up, the number of things people were building went up, and engagement went up."
2:13

Google's Logan Kilpatrick thinks Gemini 3 Flash vindicates the wrapper business model. "As a product builder, I don't think there's been a time in the history of building startups where you just get to show up one morning and somebody made your product 40% better, and saved you 50%." "We ran a behind-the-scenes test with 3 Flash. Because of how much faster it was, retention went up, the number of things people were building went up, and engagement went up."

TBPN

65,736 просмотров • 7 месяцев назад

One of the toughest phases in entrepreneurship comes after you've built a business where your customers trust your product so much they become your brand ambassadors. But with this success comes a new challenge — the "founder bottleneck." Your customers now want to engage directly with you, seeing you as the source of value. It becomes hard to step away from the business because they rely on your presence, limiting your time and capacity. You're stuck constantly answering questions and solving problems, making it difficult to scale. At this point, the key challenge is shifting the value from you to the business itself. You need to build systems, processes, and teams that can deliver the same quality experience without your constant involvement. It’s about empowering your team and making sure customers see the business — not just you — as the source of value.
0:53

One of the toughest phases in entrepreneurship comes after you've built a business where your customers trust your product so much they become your brand ambassadors. But with this success comes a new challenge — the "founder bottleneck." Your customers now want to engage directly with you, seeing you as the source of value. It becomes hard to step away from the business because they rely on your presence, limiting your time and capacity. You're stuck constantly answering questions and solving problems, making it difficult to scale. At this point, the key challenge is shifting the value from you to the business itself. You need to build systems, processes, and teams that can deliver the same quality experience without your constant involvement. It’s about empowering your team and making sure customers see the business — not just you — as the source of value.

VT

30,665 просмотров • 1 год назад