A few essential ideas for aspiring entrepreneurs

Startups, entrepreneurship and building new products has been a big interest area for me. I might have been sucked into it not by native interest, but by sheer survival instinct of wondering if my job would be available next morning or not. After all,  I have spent 5.5 years in dynamic and exciting world of startups.

I came across the startup specialists from the bay area – Steve Blank, Eric Ries, Sean Ellis, Ash Mourya etc while digging for information on how to get the new product fit the market needs adequately to realize the dream of startup success and have been reading their posts regularly. They have pioneered the concept of “customer development” and “lean startup” which are worth reflecting on. For the benefit of uninitiated, thought of collecting a few random ideas in this post. Would strongly suggest future entrepreneurs and would-be top execs in startups to read the full theory on Steve’s Blog, Steve’s videos and Eric Ries Blog.

Wikipedia defines “customer development” as:

Customer Development is a risk reduction methodology for early stage startups. Its premise is that startups are not smaller versions of large companies. Instead these early stage ventures require new tools and techniques. Key tenets are: constant contact with potential customers, continual product iteration by shipping as early as possible for product refinement based on customer feedback.

This short story by Steve exposes the oft-repeated story at high-tech startups:

http://steveblank.com/2010/02/11/it-must-be-a-marketing-problem/

There are many posts by Steve which turn the conventional wisdom on its head. Take competitive analysis for example. Do you think it is a great idea? It can backfire if you let tour focus move away from customer problems to the competitors and their (existing) products. In words of Steve:

Instead of optimizing for a minimum feature set (that had been defined by customers) a competitive analysis drives a maximum feature set.

Most marketers are happy to build feature comparisons. But customers don’t buy features, they usually buy something that solves a real or perceived need.

Ash Mourya has adapted Steve’s customer development model for web-startups and  http://www.ashmaurya.com/2010/02/customer-development-checklist-for-my-web-startup-part-2/

Eric Ries, leanstartup is a movement in itself with frequent idea-sharing sessions organized at many locations in the US. The idea is simple but profound and marries perfectly with Steve’s idea of customer development.  Here is the idea of lean startups:

I also stumbled on to some interesting links recently:

1. A host of innovative inbound marketing tools : http://www.hubspot.com/

2 . If you are into SaaS model, then getting the economics right is important. David Skok spells out what metrics one could/should use here:

http://www.forentrepreneurs.com/saas-metrics/

3. And if you do get to the point of launching a new business, with butterflies in your stomach and bugs in your offering, you may want to read up this while presenting yourself to the outside world:

http://blog.asmartbear.com/youre-a-little-company-now-act-like-one.html

The author makes a point that one shouldn’t try to impersonate a big company when you are a new kid on the block. The chances are much better with just that image – fresh blood, novel thinking and a cool solution. Or in words of the author:

Be human. Stop hiding. Be yourself.

So true!

High-tech Product Marketing: Charms and Challenges

One of the primary triggers for my joining the bschool was the desire to make high tech products successful in the market. I had worked in some pretty innovative high-tech startups which made stuff such as network secure switch, cloud bases services and city wide WiFi network deployments. An example of innovation was the Tropos WiFi gear that powered cool solutions such as automatic electricity meter reading, forest fire sensing, monitoring water pipeline flow for leakage etc. In these startups, we grappled with the customer related issues daily and I gradually ended up being besotted by the charms and challenges of marketing such cutting edge technology products.

And since I stepped inside XLRI, I have been trying to orient myself towards this direction. I have taken to marketing in particular and have been trying to understand the concepts better. But at the same time, I also find sort of a dissonance(again a marketing jargon!)- all the marketing literature is largely skewed towards conventional products such as FMCG, consumer durables, etc. Of course, high technology products are not alien and share a lot of features with such conventional products but many a time I realized that they present specific challenges for marketers.

Before moving on, let me define what I mean by high tech startups here:

1. The product is based on a new technology/idea which is not well shaped yet. Cloud computing, Hadoop, etc were here in 2007.

2. The technology is fast evolving and different players trying to gain upper hand over each other. 

3. Customers, specifically the Enterprise customers, understand the technology and are primarily driven to such products to reap significant benefits.

Here are a few things relevant to this which come to my mind right now:

1. Weak product: If your company has not done a great job with the product design and development, the chances of you being able to market them are drastically less than conventional products. And before you say this is too obvious, let me remind you- in technology space it is pretty common for products to become misaligned with the current flavor of the market.  So, if your company has not been at its toes from the concept stage to the delivery stage and has not looked at where the market is going, then the conceived product tends to fall misaligned with where the market has moved to. For eg. WiFi gear was selling like hot cakes in 2004 timeframe but how with increased adoption of 3G and WiMAX, how do you sell it now?

The problem is that in conventional products, the other 3 Ps viz price, place and promotion can offset this weak product disadvantage to some extent. So you have a regular mp3 player(Philips Go! player comes to my mind), you can still market it to some customer segment in a place where there is less competition, using shops which the segment trusts or by using consumer promotions.

The problem is highlighted even more when the customers understand the technology. For example, it is difficult to sell a weak high technology product to enterprises which are coming to you only because they have a technology vision.

2. Benefits and perils of Internet distribution: If your product is available for download from internet then there are certain challenges you should be aware of. Internet is a great enabler and helps you reach to a totally unexpected market. At the same time however, Internet is also a common platform shared by all of us. Now, suppose your marketing program worked and a prospective customer wants to buy your product. Cool. But when he comes to internet to buy your product, he can be exposed to different ideas which can make him change his mind. He might discover products from competition or he might discover a new product category itself. He might be confused by competition and delay his decision. The threats are endless.

3. Intangibility of software: All said and done, a software is intangible, a commodity like soap is not. This is good and bad. Marketing loves intangibility as it can be “riskified” and sold at a higher margin than a tangible commodity(If this needs explanation then think – would you pay Rs 100(3x) for a soap? No. But how about paying Rs 300 for a coffee which is organic and has reduced caffeine? You probably might go for it as there is intangibility in play now).

At the same time, for software, intangibility comes with a challenge.  A potential customer can’t appreciate the real value of the product upfront and hence one needs to devise solutions to effect the purchase. Now, you can do one of:

a. reviews, customer forums, demo videos so that potential customers know your product works.

b. give them free evals, demonstrations, etc.

Option a is lower cost and applicable for “easy to use" products but option b is what you would have to do if your product is complex, high tech and  new on the market. And that might cost money and effort for each potential customer. You also need to highlight your support SLAs here.

4. Company’s credibility: This, most often than not, is the deciding factor. The company needs to position itself as an honest, stable and tech savvy company. The reasons are:

a. Honest: Remember Tangible Vs Intangible point above. If the software doesn’t work the customer would want money back. Also, he would want to ensure that you are not a malware/data stealing company.

b. Stable: More true for continuous involvement products. For eg. if Google is not stable, would you do emails with gmail?

c. Tech savvy: Customers need to make sure that the bugs will be fixed on time and improvements will be done as technology world changes. This is where the halo effect is important- i.e. if you have people from Google, MS in your company it helps. CEO blogs, press releases all help to build this image.

I would try to keep on editing/updating the above text as my understanding improves. For now, if you are aroused you can read this interesting write up on Ten Reasons High-Tech Companies Fail

Heck, why dint I think it before? Aha-moments at XLRI..

It keeps happening every now and then in class. The profs keep coming with statements which make you wonder why we didn’t think it before. Here are a few I remember(the list will keep on getting updated):

Class Context Aha-moment Message
Marketing How stupid customers can be. When you buy “Mint with the hole”, you pay for the hole and get mint free! Marketing fooled you with giving less for more. And we all thought it was such a cool product!
Marketing How companies use the “emotional” appeal to goad you to buy their products. Prestige pressure cooker punch line: “Jo biwi se kare pyar, wo prestige se kaise kare inkaar”(English- one who loves his wife, cant say no to prestige pressure cooker). Marketing wants to target husbands to buy the product for their wives. So when a customer buys Prestige, he is not really buying cooker, he is buying love for his wife.
Marketing How the marketing effort goes beyond what we generally think. Parry’s punchline: “ Bathroom is a room too”. In 1980s, when Parry wanted to market their bathroom fitting products, they realized that Indian customers put bathroom at the last of their shopping list. The culprit was the low visibility of bathroom to house visitors. So, Parry marketing effort also focused on trying for greater significance to bathrooms in average customer’s mind.
Human Behavior Setting goals in life A man’s reach should exceed his grasp, or what the heaven’s for?  
Marketing Consumer behavior We value our  losses more than our gains While making buying decisions, consumers want to reap the benefits they have been reaping till now. You can offer something new, but they value it less than what they end up losing.
Financial Accounting Profits and Cash Topline is vanity, Bottomline is sanity, Cash is reality! Profit is an opinion, an idea. Cash is hard, bare  fact.

Challenges of one year executive MBA

Going for an MBA program itself has many challenges.  But a challenge unique to one year MBA programs run by IIMs, XLRI, ISB, SPJain, etc is the alignment of 4 potentially conflicting things- long term goals, short term goals, your intellectual interests and you desired life style. For illustration, assume that:

a. you want to become a VC, entrepreneur or want to go into marketing strategy area in long term.

b. Since it is difficult to land a job in placements which can directly lead you to achieve above long term goals, you need to form differet short term goals. For instance, Product management or pre-sales.

c. You were always interested in understanding equity markets or foreign trade.

d. You want to have a decently active campus life, which means beers, parties, eat outs, sports etc.

Now think yourself. In a 11 month course, with same contact hours as a two year MBA program, how you can do all of the above efficiently? The key, of course, is to set the priorities straight and do good time management. But this is only as useful as saying to a layman- “just keep your body in balance, head straight, look at the ball and there will go your straight drive to boundary just like Sachin’s”. Isn’t it?

I like to read my readers with something more emphatic than the endings of my posts. So here goes today’s multimedia bite(from Steve Blank):

Open-source business model generates heat..

I have been seeing a lot of analysis on opensource business model off late. Blame it on Oracle vs MySQL vs EU controversy. I thought it would be good to note all these discussions going on. Here are the links:

Open source remains elusive

Gigaom discusses and amends the above article

I haven’t read these two links yet, but I was thinking aloud yesterday on this topic. For what ever its worth, here it is:

1. the comparison of market share Vs revenue numbers is not correct in case of open source. For eg. some people say MySQL’s market share, with 60000 downloads each day, was about 40% in terms of installations but in dollar terms it was just 0.2%. And hence they deduce that open source as a biz model is doomed. I just think that a better comparison, like with most things in life, is:

Efficacy of business model = Value derived (Enterprise value) / Money invested

And on this count, MySQL will score at par to the big boys – Oracle and MS.

Efifcacy = $1000 million / $ 100 or $200 miilion
= 10 or 5 times.

which is as good as most successful high tech startups, financially. The reputation and good will you get, is totally matchless.

2. Open source will undergo a lot changes which will see its revenues/installations ratio improve.

3. Calling open source a bloated, impractical industry just because the ROI is less, misses an important point. The founder(s) of an open source company never wanted to earn insane amount of money. They generally go open source as they choose good will over money and and want to see the world as a better place. So why judge them on a purely ROI basis?

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