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A few of the many quotations that struck me: “Most startups fail due not to the failure of productdevelopment but due to the lack of customers”. Learning and discovering who a company’s initial customers will be and what market they are in, requires a process separate and distinct from productdevelopment”.
What matters is proving the viability of the company’s businessmodel, what investors call “traction.&# Of course this is not at all true of many profitable small businesses, but they are not what I mean by startups.) In fact, this company hasn’t shipped any new products in months.
Forget about traction and hockeystick growth. In other words, if you can get 1000 people to come to your website consistently for under $5, then this businessmodel works for you. Unit economics are something I’ve found most entrepreneurs (and investors!) don’t think about at all.
Forget about traction and hockeystick growth. In other words, if you can get 1000 people to come to your website consistently for under $5, then this businessmodel works for you. Unit economics are something I’ve found most entrepreneurs (and investors!) don’t think about at all.
Do not talk about disruptive businessmodels; the ones who disrupt don’t talk about it. They are too busy disrupting. The reality is that it’s hockeystick growth—you have to spend tons of money before you see any results (and then the results are exponential).
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