Preface: the assumption for this essay is that you’re building a B2B app, and you have something built but you’re having trouble getting people to pay for it
There are three problems with getting your first few customers:
- You (probably) don’t know how to sell things
- You don’t know who you’re selling to
- You don’t even really know what you’re selling
Nobody tells you how to answers these questions, and so most people go out to get initial traction in a haphazard way:
- They have a vague idea in mind for who wants their product
- They’ve already built the product, so they put together a landing page which which, like, totally speaks to the core value proposition
- They write some combination of any of the following:
A few half-baked ads
A few forum posts
A few comments on relevant blogs
A few blog posts
A few cold emails to journalists (because, dude, we would BLOW UP if we could just get ‘Crunched)
- They send these out into the wild, and (no surprise!), get very few responses
- They conclude that the product must suck and that nobody wants it, because Mark Zuckerberg did exactly the same thing to launch Facebook at Harvard and look at how that worked out for him
If you try to get initial traction this way, it’s very difficult to untangle why it didn’t work:
Were the ads targeted to the wrong keyword?
Was the copy not compelling enough?
Was the sample size too small?
Or does no one want what I’m selling?
When they fail to get initial traction, most people conclude that the product is the problem. That no one wants what they’re selling.
They never consider that the way they’re selling might be COMPLETELY wrong (either in the way the product is being pitched, who it’s being pitched to, or some combination of the two.)
I think most of us have been lulled into this sense that the second you post your new product to a listserve you should automatically get sucked into a 4 minute montage scene featuring dark ominous 9 Inch Nails background music only to be spat out at the end with enough money to buy that estate on the Amalfi Coast.
And when that doesn’t happen, our first response is always to blame the product.
Formally this is called the actor observer bias which tells us that we tend to blame things that don’t go right in our lives to circumstances beyond our control:
“No one responded to my emails, so the product must suck. Nobody wants it, otherwise it would already be on TechCrunch.”
This is wrong. Here’s the truth:
You have learned nothing from spending $200 on Adwords, or writing a few comments, or sending cold emails to journalists.
Let me repeat: You have learned nothing. You get a big Zero. You have no actionable information.
Your product could suck. But it could still also be completely your fault. Or it could be completely random that you didn’t get any responses. Maybe the journalists were having a bad day, or the three people who clicked on your ads were just bots.
The point is: buying a few ads, or sending a few emails, or writing a few blog posts is not enough to conclude anything.
Untangling why you’re not making sales seems like an almost insurmountable problem, especially when you realize that at the beginning you don’t even really know what you’re selling.
The problem with startups is that you have to figure out WHAT you’re selling AS you’re selling it.
It’s like having a big black bag with a product inside it, and you have to run around selling it to people you see on the street. And worse, you’re not allowed to look into the bag to know what it is you’re selling. You can put your hands into it and feel around, but that’s the extent of it.
Ok, so how do you deal with this? How do you start to figure out what you’re selling, who you’re selling to, and how to sell? How do you get those first few customers? Continue Reading
There’s a great scene from Woody Allen’s Manhattan that goes like this:
Mary Wilke: Facts? I got a million facts at my fingertips.
Isaac Davis: That’s right, and they don’t mean a thing, right? Because nothing worth knowing can be understood with the mind. Everything really valuable has to enter you through a different opening, if you’ll forgive the disgusting imagery.
I think it poses an important question for entrepreneurs:
What can we understand intellectually? And what, to paraphrase Woody, has to enter you in a different way? Continue Reading