peHub just wrote an article titled “VCs love Blippy, but do users?” Some of you correctly guessed that Blippy was the company I was referring to when I wrote, “Don’t let another startup throw you off your game”. And it’s true, there are a lot of VCs really excited about that company.

Aprizi, Blippy, Bynamite, Swipely and a number of others are all interested in learning about consumer purchase activity. We’re all taking slightly different approaches to getting there, both in terms of how we get the data, as well as the value proposition we’re offering consumers in exchange. None of these are companies to underestimate by any means.

Still, as Aprizi takes its beta baby steps, I am starting to discover a disconnect on value proposition: what potential investors thought would be most exciting, and what consumers are actually responding to.*

Our target customer is female, aged 21 to 45. As has recently been written about on tech blogs, this is not exactly a mirror image of your typical early stage tech investor. Now, Liz and I haven’t actually tried to raise money yet, but I am curious to see how the gender gap affects that process.

It is easier to raise money *before traction* if you have a big win already under your belt, or if you have built something the investor falls in love with, i.e. something that scratches their own itch. What will the lack of female investors mean for us?

I can say that while bootstrapping has increased spousal stress, it certainly has made it easier for us to be nimble and focus entirely on the customer. We don’t have to convince anyone else, or explain why we’ve changed from our original pitch. We just test, learn and improve, test, learn and improve.

Even though we’re going to need to sell investors on what we’re doing, right now the most important thing is staying focused on the customer. Focus on the customer teaches us something new every day. Focus on the customer will drive results, and nothing is sexier than results.

*This disconnect cannot entirely be blamed on gender differences, of course, since we’re also seeing a gap between what people have said they want in conversations versus what they’re actually doing on the website. We’re still gathering data.

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He should have fired my ass

by Giff on March 7, 2010

tugofwar

Bijan Sabet of Spark Capital today posed the question of how a startup maintains speed once it hits adolescence. His conclusion is that “speed is really the result of a having the company aligned.”

Howard Lindzon, the colorful CEO of Stocktwits, responded with the following comment:

we deal with this today. managing feature creep is key.
obviously being aligned is good as long as you are aligned around the right path.
just a real tough question but a real belief in the model ahead is what does keep things aligned.

Howard’s line, “obviously being aligned is good as long as you are aligned around the right path,” really hit home with me.

The last startup I was involved in, wearing various VP hats, was highly “non-lean”. It started out as a land grab on a new, fast-growing technology platform, and while we sold some incredible customers, grew revenue, and built a leadership position in our sector, about 2 years into the business we realized that the core strategy was not going to work. We needed to downsize quickly and pivot.

Downsizing was painful but necessary. We got it done and kept the ship from foundering. The real problems emerged with the need to pivot. We had been a team on a mission, backing up a CEO with a strong vision. Now, we found ourselves with a fundamental disconnect as to how the business should re-define itself, and the disconnect existed across the board-seated investors, CEO & founder, those of us at the VP-level, and across the entire organization.

What do you do when a bunch of smart, talented people simply cannot agree? When the differences aren’t incremental but fundamental?

[click to continue…]

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Forget how many angels fit on a pin

March 1, 2010

I’ve been enjoying my lurk on the lean startup circle google group, but I’ve noticed a recurring attempt to definitively define what “lean startup” is and isn’t. I understand the desire to insert some sense of certainty in our uncertain world, but argue against it.
It is a waste of time to argue over which [...]

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Introducing Aprizi

February 25, 2010
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We finally have an alpha. Even if it is held together by string and scotch tape, it’s really exciting for us. Up to now, we’ve been focused on learning consumer behavior, testing hypotheses, and focusing our ideas. Now we are out to get confirmation (or lack thereof) based on actual usage of [...]

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Mo’ Better Feedback

February 24, 2010

I write this blog for many reasons.  Sometimes I want to work through a topic, sometimes I want to give back to the startup community, and sometimes I just need to be vocal in reaction to something I have read.
There are a lot of internal motivations, but I am also interested in knowing what you [...]

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Keeping It Simple: Unit Economics

February 22, 2010
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Back in November, I wrote about financial modeling and wanted to pick up the topic again. I think this is very important for lean startups.  A financial model focuses your brain on key goals and assumptions. It’s great to obsess over product-market fit, but you also need to take the time to make sure [...]

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A product I would love to see: professional networking via Facebook

February 20, 2010

Last Fall, I was thinking about a few things:

people are increasingly trying to do professional networking via Facebook, but support for such a task is awful
my LinkedIn network does not really overlap with my Facebook network
my FB network has tons of successful, smart people who know other successful, smart people
if a friend of mine recommended [...]

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Facebook, Crappy Business, & A Wee Li’l Thing

February 16, 2010

Bo Peabody wrote a thought-provoking article for Business Insider called “Facebook And Twitter Will Always Be Crappy Businesses“.  I had to respond to a few things:

It is still too early to tell what brand managers are going to do, particularly on Facebook.  You’re talking about a group of businesses (brands and agencies) with highly engrained [...]

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Unspoken Truths: the game of industry research

February 15, 2010
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I give both Mark Suster and Chris Dixon credit for pointing to elephants in the room (hot air balloons, etc) of our industry –- topics that most entrepreneurs feel they can’t talk about in public without risk of getting burned.
Suster’s latest post on statistics and research firms is no exception. Go read it. [...]

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You’ve got to really want it

February 13, 2010

For as much as we like innovation, most people aren’t cut out to start a tech company or even join one in a super-early stage.  That’s my point of disagreement with Chris Dixon on his latest post, “Every time an engineer joins Google, a startup dies“.
Smart entrepreneurs try to mitigate risk every way they can, [...]

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