A Smart Bear: Startups and Marketing for Geeks
AUGUST 9, 2010
Of hundreds of startup pitches at Capital Factory , almost none had unearthed 10 people willing to say, "If you build this product, I'll give you $X.". You repeat these mantras at Lean Startup Meetings but you're not doing it.? Smart people agree: "Be a user of your own product. I say "find ten people who say they'll buy."
A Smart Bear: Startups and Marketing for Geeks
APRIL 5, 2010
When we demand overwhelming customer outcry before committing to the slightest product change, we're in danger of losing the value of creating a cool feature that takes too much effort but people just love. We're "lean" but we're not stirring hearts. Code Historian was my first product. We're effective but not playful.
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A Smart Bear: Startups and Marketing for Geeks
SEPTEMBER 26, 2011
Before the product could ever be fixed. ” Then measured by validated learning. With their customers confused. Eric’s ego was bruised – All his basic assumptions were nixed. They had to unload. All that beautiful code. “What’s the last six months for, Tossing my code out the door?”
A Smart Bear: Startups and Marketing for Geeks
AUGUST 29, 2011
The following week she sent me this email (my emphasis): Ever since accidentally stumbling upon lean startup 1+ years ago, I’ve struggled to implement the principles correctly. Another way your experience can hamper you is that selling different products into the same industry is different.
A Smart Bear: Startups and Marketing for Geeks
MAY 31, 2010
It was the little precambrian warm-blooded agile (oh sorry, now we're saying "lean") rodents who adapted by getting "outside the nest" to discover how to eat cockroaches, because we all know that cockroaches are the one form of life that can survive anything. They can't change their product, so you can innovate without competition.
A Smart Bear: Startups and Marketing for Geeks
OCTOBER 4, 2016
The single most important SaaS metric is retention , because cancellations indicate lack of product/market fit, no matter the cause (price, features, severity of need, duration of need). It even impacts objectively important things which don’t have numeric metrics, such as brand quality and Product relevancy. Once you’re scaling (i.e.
A Smart Bear: Startups and Marketing for Geeks
FEBRUARY 5, 2013
We looked at all the products in the space and thought, “We can do it better.” After all, if your product is inferior in every way to even one incumbent product, why do it at all? So when someone says their product is “better,” my next question is always: ”Better for whom?”
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