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Your first $1M in sales usually does not begin with some grand masterplan. It starts with doing the unglamorous work, finding people who actually want what you are building, getting those first customers in manually, and listening closely enough to keep making the product better. Fix what they point...

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Ritesh Agarwal

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12,181 次观看 • 2 个月前 •via X (Twitter)

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Scott Belsky on the most common mistake founders make when building a product “Every product has what we call a ‘first-mile experience’, which is the part of your product that the most customers will see. And it’s all drop-off from there. What gets people through the first-mile experience? First, you have to empathize with where that customer is at — whether they’re a consumer or an enterprise customer, in the first 30 seconds of that first mile of your product, I guarantee you, they’re lazy, vain, and selfish. They want to get through it fast. They want to look good to their boss or their friends or feel good about themselves. There needs to be some quick hit of feeling successful in that first mile for them to engage further.” Ironically, the first-mile experience is the last thing many companies and product people will focus on. “Typically it’s the final mile before you launch where you’re like, ‘Oh wait, what should the onboarding be?’ or ‘What should the defaults be?’ That’s like a happenstance conversation towards the end of shipping when in fact that’s the only thing that every customer will ever see. So why not nail that?” Scott takes this point even further: “If you can really just nail the first-mile experience of your product — even if after that it’s all kind of crappy — you’re probably in the top 1% of products out there.” Another interesting point Scott makes here is that optimizing the first-mile experience is something that you’ll have to continually work on because your customers change over time. “Your first cohort of customers that used your product, those were early adopters — and your first-mile experience was nailed for them. But [as you’ve grown] this new cohort of customers that started using your product are no longer early adopters. They’re pragmatists. They’re not coming because they like to test and try new products. They’re coming because their boss told them they had to or they read some blog that said this was the best product in the space, and the first-mile needs to be different for them.” Scott sums his point up as follows: “Spend consistent time, forever on that first-mile experience of your product.” Video source: South Park Commons (2025)
3:25

Scott Belsky on the most common mistake founders make when building a product “Every product has what we call a ‘first-mile experience’, which is the part of your product that the most customers will see. And it’s all drop-off from there. What gets people through the first-mile experience? First, you have to empathize with where that customer is at — whether they’re a consumer or an enterprise customer, in the first 30 seconds of that first mile of your product, I guarantee you, they’re lazy, vain, and selfish. They want to get through it fast. They want to look good to their boss or their friends or feel good about themselves. There needs to be some quick hit of feeling successful in that first mile for them to engage further.” Ironically, the first-mile experience is the last thing many companies and product people will focus on. “Typically it’s the final mile before you launch where you’re like, ‘Oh wait, what should the onboarding be?’ or ‘What should the defaults be?’ That’s like a happenstance conversation towards the end of shipping when in fact that’s the only thing that every customer will ever see. So why not nail that?” Scott takes this point even further: “If you can really just nail the first-mile experience of your product — even if after that it’s all kind of crappy — you’re probably in the top 1% of products out there.” Another interesting point Scott makes here is that optimizing the first-mile experience is something that you’ll have to continually work on because your customers change over time. “Your first cohort of customers that used your product, those were early adopters — and your first-mile experience was nailed for them. But [as you’ve grown] this new cohort of customers that started using your product are no longer early adopters. They’re pragmatists. They’re not coming because they like to test and try new products. They’re coming because their boss told them they had to or they read some blog that said this was the best product in the space, and the first-mile needs to be different for them.” Scott sums his point up as follows: “Spend consistent time, forever on that first-mile experience of your product.” Video source: South Park Commons (2025)

Startup Archive

32,450 次观看 • 1 年前

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

4,284,993 次观看 • 1 个月前

What did she say ??? Work, work, work, work, work …. Listen … there are many ingredients to getting what you want but for many … it comes down to the simple fact that they aren’t putting in enough quality hours of work. Now … this video doesn’t mean burn yourself out … but unfortunately with the proper concern of burn out and balance too may forgot that they needed to put in impactful hours of th actual work to achieve the things they claim they want :) … RiRi said it best …. Rihanna says the word "work" approximately 71 to 78 times in her song "Work,"
0:26

What did she say ??? Work, work, work, work, work …. Listen … there are many ingredients to getting what you want but for many … it comes down to the simple fact that they aren’t putting in enough quality hours of work. Now … this video doesn’t mean burn yourself out … but unfortunately with the proper concern of burn out and balance too may forgot that they needed to put in impactful hours of th actual work to achieve the things they claim they want :) … RiRi said it best …. Rihanna says the word "work" approximately 71 to 78 times in her song "Work,"

Gary Vaynerchuk

14,463 次观看 • 4 个月前

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."
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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

11,911,160 次观看 • 1 个月前

Sequoia partner Pat Grady says software is shifting from apps that demand attention to agents that work quietly in the background. This shift will change what moats will look like, and will be especially hard for incumbents to deal with. "It's two very different business paradigms," he says. "In an era of apps, you want a lot of surface area with your customers, you want them to spend a lot of time in your product." "In an era of agents, things can just be running passively in the background. The amount of surface area you have with your customers, the amount of time they might spend in your product might be de minimis. So the nature of the moat that you [will need to build] is different." "I think we'll see a lot of companies in the coming years able to live in the software world and have some of the workflows people are accustomed to. And then separately they can deploy these passive agents that kind of function as coworkers who just come back to you when things are done."
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Sequoia partner Pat Grady says software is shifting from apps that demand attention to agents that work quietly in the background. This shift will change what moats will look like, and will be especially hard for incumbents to deal with. "It's two very different business paradigms," he says. "In an era of apps, you want a lot of surface area with your customers, you want them to spend a lot of time in your product." "In an era of agents, things can just be running passively in the background. The amount of surface area you have with your customers, the amount of time they might spend in your product might be de minimis. So the nature of the moat that you [will need to build] is different." "I think we'll see a lot of companies in the coming years able to live in the software world and have some of the workflows people are accustomed to. And then separately they can deploy these passive agents that kind of function as coworkers who just come back to you when things are done."

TBPN

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"There's this great line from Munger - 'The rarest of all things is to keep things simple and remember what you set out to do.'" "The value in what I do is that I'm doing very similar things now, to what I was doing 10 years ago, and what I'm going to be doing 10 years from now. "That is the value. It's in the compounding nature of it." - David Senra
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"There's this great line from Munger - 'The rarest of all things is to keep things simple and remember what you set out to do.'" "The value in what I do is that I'm doing very similar things now, to what I was doing 10 years ago, and what I'm going to be doing 10 years from now. "That is the value. It's in the compounding nature of it." - David Senra

TBPN

59,777 次观看 • 6 个月前

"I always tell those with whom I run this country, that many things are done only in words, feasibility studies, and in meetings. These are things that people go through when it is necessary. But however much you can be good at doing them if it doesn’t lead to tangible changes that impact the lives of people, it is as if you did nothing. There is what we call execution, putting things into action and achieving results because that is your goal in the first place. Those results are what help people; that is what speeds our progress and improves our living standards." President Kagame | Swearing-in of New Minister of Infrastructure. To watch the full speech
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"I always tell those with whom I run this country, that many things are done only in words, feasibility studies, and in meetings. These are things that people go through when it is necessary. But however much you can be good at doing them if it doesn’t lead to tangible changes that impact the lives of people, it is as if you did nothing. There is what we call execution, putting things into action and achieving results because that is your goal in the first place. Those results are what help people; that is what speeds our progress and improves our living standards." President Kagame | Swearing-in of New Minister of Infrastructure. To watch the full speech

Presidency | Rwanda

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The problem we're seeing with Cracker Barrel and Bud Light is they hired CEOs who really aren't consumers of their product. If I'm a CEO tasked with boosting a product that I love, my first idea wouldn't be to change everything about it. It would be to emphasize what makes it great. What these CEOs are doing is showing real contempt for the customer, the product, and everything it stands for.
1:10

The problem we're seeing with Cracker Barrel and Bud Light is they hired CEOs who really aren't consumers of their product. If I'm a CEO tasked with boosting a product that I love, my first idea wouldn't be to change everything about it. It would be to emphasize what makes it great. What these CEOs are doing is showing real contempt for the customer, the product, and everything it stands for.

Kari Lake

314,791 次观看 • 10 个月前

Facts First...I, like most of you, want government to do better and spend smarter...but it is stupid to have Elon keep saying things that are false about what he is doing and not disclosing his own rich deals with your money.
11:46

Facts First...I, like most of you, want government to do better and spend smarter...but it is stupid to have Elon keep saying things that are false about what he is doing and not disclosing his own rich deals with your money.

Christopher C. Cuomo

110,707 次观看 • 1 年前

Brian Tracy on his million-dollar sales lesson: "People don't care what your product is. They don't care about you. They don't care about your company. They don't even care what the product is." What do they care about? "The only thing people care about is what this product or service does for them." Brian explains that what customers really want is a change, an improvement, or a result in their life. "15% of buying behavior is determined by the past. 85% of buying behavior is determined by the anticipated future. What is going to happen as a result of me buying?" He illustrates this with a powerful analogy: "If you are selling a tour to the Canary Islands, spend 90% of your time talking about the destination and only 10% talking about the plane that you fly to the Canary Islands in." The problem? Most salespeople do the opposite. "Customers only buy improvement. The reason they buy is that they feel that the quality and quantity of the improvement will be greater than the cost and the trouble of using it." Sell the life they want, not the thing you made.
2:04

Brian Tracy on his million-dollar sales lesson: "People don't care what your product is. They don't care about you. They don't care about your company. They don't even care what the product is." What do they care about? "The only thing people care about is what this product or service does for them." Brian explains that what customers really want is a change, an improvement, or a result in their life. "15% of buying behavior is determined by the past. 85% of buying behavior is determined by the anticipated future. What is going to happen as a result of me buying?" He illustrates this with a powerful analogy: "If you are selling a tour to the Canary Islands, spend 90% of your time talking about the destination and only 10% talking about the plane that you fly to the Canary Islands in." The problem? Most salespeople do the opposite. "Customers only buy improvement. The reason they buy is that they feel that the quality and quantity of the improvement will be greater than the cost and the trouble of using it." Sell the life they want, not the thing you made.

Big Brain Business

124,152 次观看 • 6 个月前

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

89,869 次观看 • 2 年前

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 次观看 • 3 个月前

Steve Jobs explains why it's dangerous for sales and marketing people to run tech companies: Jobs starts with PepsiCo and John Sculley: "At PepsiCo, they at most would change their product once every 10 years. To them, a new product was like a new-size bottle." In that world, sales and marketing people drove success and ran the company. For PepsiCo, that worked. But Jobs warns about what happens in tech: "The same thing can happen in technology companies that get monopolies like IBM and Xerox. When you have a monopoly market share, sales and marketing people end up running the companies." The danger? "The product people get driven out of the decision-making forums and the companies forget what it means to make great products. The product genius that brought them to that monopolistic position gets rotted out by people who have no conception of a good product versus a bad product, no conception of the craftsmanship required to turn a good idea into a good product, and no feeling in their hearts about wanting to really help the customers." Jobs uses Xerox as his cautionary tale, where marketing executives had "no clue" about the revolutionary technology they owned: "They grabbed defeat from the greatest victory in the computer industry. Xerox could have been the IBM of the '90s. Could have been the Microsoft of the '90s." The bottom line: Jobs argues that sales and marketing people can run companies where products don't change. But in technology, they'll hurt what made the company great.
2:19

Steve Jobs explains why it's dangerous for sales and marketing people to run tech companies: Jobs starts with PepsiCo and John Sculley: "At PepsiCo, they at most would change their product once every 10 years. To them, a new product was like a new-size bottle." In that world, sales and marketing people drove success and ran the company. For PepsiCo, that worked. But Jobs warns about what happens in tech: "The same thing can happen in technology companies that get monopolies like IBM and Xerox. When you have a monopoly market share, sales and marketing people end up running the companies." The danger? "The product people get driven out of the decision-making forums and the companies forget what it means to make great products. The product genius that brought them to that monopolistic position gets rotted out by people who have no conception of a good product versus a bad product, no conception of the craftsmanship required to turn a good idea into a good product, and no feeling in their hearts about wanting to really help the customers." Jobs uses Xerox as his cautionary tale, where marketing executives had "no clue" about the revolutionary technology they owned: "They grabbed defeat from the greatest victory in the computer industry. Xerox could have been the IBM of the '90s. Could have been the Microsoft of the '90s." The bottom line: Jobs argues that sales and marketing people can run companies where products don't change. But in technology, they'll hurt what made the company great.

Big Brain Marketing

234,929 次观看 • 6 个月前

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 次观看 • 1 年前

Sequoia partner Pat Grady says software is shifting from apps that demand attention to agents that work quietly in the background. This shift will change what moats will look like, and will be especially hard for incumbents to deal with. "It's two very different business paradigms," he says. "In an era of apps, you want a lot of surface area with your customers, you want them to spend a lot of time in your product." "In an era of agents, things can just be running passively in the background. The amount of surface area you have with your customers, the amount of time they might spend in your product might be de minimis. So the nature of the moat that you [will need to build] is different." "I think we'll see a lot of companies in the coming years able to live in the software world and have some of the workflows people are accustomed to. And then separately they can deploy these passive agents that kind of function as coworkers who just come back to you when things are done." From his appearance on the show in January.
1:51

Sequoia partner Pat Grady says software is shifting from apps that demand attention to agents that work quietly in the background. This shift will change what moats will look like, and will be especially hard for incumbents to deal with. "It's two very different business paradigms," he says. "In an era of apps, you want a lot of surface area with your customers, you want them to spend a lot of time in your product." "In an era of agents, things can just be running passively in the background. The amount of surface area you have with your customers, the amount of time they might spend in your product might be de minimis. So the nature of the moat that you [will need to build] is different." "I think we'll see a lot of companies in the coming years able to live in the software world and have some of the workflows people are accustomed to. And then separately they can deploy these passive agents that kind of function as coworkers who just come back to you when things are done." From his appearance on the show in January.

TBPN

47,208 次观看 • 2 个月前

Children are the most innocent people on earth and also the most abused, the most exploited, and the least protected. The Epstein files are just the surface — this is happening everywhere, the darkness is real, and too many people keep looking away because it is too painful to face. That silence is exactly what protects the predators. The people doing this need to be found, exposed, and put away for good and it starts with us being brave enough to seek the truth, demand answers, and refuse to stay quiet.
0:53

Children are the most innocent people on earth and also the most abused, the most exploited, and the least protected. The Epstein files are just the surface — this is happening everywhere, the darkness is real, and too many people keep looking away because it is too painful to face. That silence is exactly what protects the predators. The people doing this need to be found, exposed, and put away for good and it starts with us being brave enough to seek the truth, demand answers, and refuse to stay quiet.

Efrat Fenigson

15,467 次观看 • 3 个月前

Building the DNA of your company starts with the people who set the culture The First Hires
1:56

Building the DNA of your company starts with the people who set the culture The First Hires

Solana

331,342 次观看 • 9 个月前

"The people that are protesting are doing it because they want to eat. They are making money from it. You want to protest against the arrest of Justice Crack, who was arrested by the military, but you are protesting in front of the Ministry of Finance. What happened to the Ministry of Defence?" - Deeone
4:41

"The people that are protesting are doing it because they want to eat. They are making money from it. You want to protest against the arrest of Justice Crack, who was arrested by the military, but you are protesting in front of the Ministry of Finance. What happened to the Ministry of Defence?" - Deeone

The Benin Blogger

108,365 次观看 • 2 个月前