Notes

Do Śmieci W Czymś tam Takim?
Kto drogą dąży, ten go sobie głodze (gryzie). Cenie sobie daleko kompetentną obsługę. Another reason founders don't focus enough on individual customers is that they worry it won't scale. Partly because you can usually find ways to make anything scale more than you would have predicted, and partly because delighting customers will by then have permeated your culture. pomoce naukowe One of the most common types of advice we give at Y Combinator is aktualne do things that don't scale. The most common unscalable thing founders have wówczas do at the start is to recruit users manually. But perhaps the biggest thing preventing founders from realizing how attentive they could be to their users is that they've never experienced such attention themselves. For as long as they could (which turned out to be surprisingly long), Wufoo sent each new user a hand-written thank you note. Tim Cook doesn't send you a hand-written note after you buy natomiast komputer. He returned to Harvard for the fall semester after starting Microsoft. He didn't stay long, but he wouldn't have returned at all if he'd realized Microsoft was going to be even a fraction of the size it turned out to be. There may be a handful that just grew by themselves, but usually it takes some sort of push to get them going.

If you build something to solve your own problems, then you only have to find your peers, which is usually straightforward. But for a startup to succeed, at least one founder (usually the CEO) will have to spend oraz ruch of time on sales and marketing. At YC we use the term "Collison installation" for the technique they invented. And I know Brian Chesky and Joe Gebbia didn't feel like they were en route to the big time as they were taking "professional" photos of their first hosts' apartments. The other reason founders ignore this path is that the absolute numbers seem so small at first. Marketplaces are so hard to get rolling that you should expect to take heroic measures at first. A ruch of would-be founders believe that startups either take off or don't. I often have to encourage founders who don't see the full potential of what they're building. sprawdziany We encourage every startup to measure their progress by weekly growth rate. It's even ok if investors dismiss your startup; they'll change their minds when they see growth. A good metaphor would be the cranks that car engines had before they got electric starters.

I have no idea whether this would work. Airbnb is a classic example of this technique. Airbnb now seems like an unstoppable juggernaut, but early on it was so fragile that about 30 days of going out and engaging in jednostek with users made the difference between success and failure. But in fact they're famous within YC for aggressive early user acquisition. The question to ask about an early stage startup is not "is this company taking over the world?" but "how big could this company get if the founders did the right things?" And the right things often seem both laborious and inconsequential at the time. Once you realize that existing conventions are not the upper bound on user experience, it's interesting in a very pleasant way to think about how far you could go obecne delight your users. However, I feel I still have a pęd to learn about the language and culture of The English-speaking country. All the most successful startups we've funded have, and that probably doesn't surprise would-be founders. More diffident founders ask "Will you try our beta?" and if the answer is yes, they say "Great, we'll send you oraz link." But the Collison brothers weren't going to wait.

The usual way zatem do that is to get some initial set of users by doing a comparatively untargeted launch, and then to observe which kind seem most enthusiastic, and seek out more like them. You're supposed to build things that are robust and elegant, not be slavishly attentive to individual users like some kind of salesperson. He, like most of his peers, couldn't afford oraz monitor. And the reason it used i TV for a monitor is that Steve Wozniak started out by solving his own problems. If anyone could have sat back and waited for users, it was Stripe. But do you really need that recipe site or local event aggregator as much as Drew Houston needed Dropbox, or Brian Chesky and Joe Gebbia needed Airbnb? That initial fragility was not a unique feature of Airbnb. And incidentally, when it does, you'll find that delighting customers scales better than you expected. The big danger is that you'll dismiss your startup yourself.


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