Quotes About Market

1. Do consumers recognize that they have the problem you are trying to solve? 2. If there was a solution, would they buy it? 3. Would they buy it from us? 4. Can we build a solution for that problem?

How much time and energy should companies invest in infrastructure and planning early on in anticipation of success? Spend too much and you waste precious time that could have been spent learning. Spend too little and you may fail to take advantage of early success and cede market leadership to a fast follower.

Startups do not yet know who their customer is or what their product should be.

must learn what customers really want, not what they say they want or what we think they should want.

Because startups often accidentally build something nobody wants, it doesn't matter much if they do it on time and on budget. The

In a great market—a market with lots of real potential customers—the market pulls product out of the startup. This is the story of search keyword advertising, Internet auctions, and TCP/IP routers. Conversely, in a terrible market, you can have the best product in the world and an absolutely killer team, and it doesn't matter—you're going to fail.3

What if it turns out that the customer doesn't want the product we're building? Although this is never good news for an entrepreneur, finding out sooner is much better than finding out later. Working

El objetivo de una startup es averiguar qué debe producirse, aquello que los consumidores quieren y por lo que pagarán, tan rápidamente como sea posible.

Every business plan begins with a set of assumptions.

thing to build—the thing customers want and will pay for—as quickly as possible.

The Innovator's Dilemma and The Innovator's Solution

Startup teams need complete autonomy to develop and market new products within their limited mandate. They have to be able to conceive and execute experiments without having to gain an excessive number of approvals.

first answer four questions: Do consumers recognize that they have the problem you are trying to solve? If there was a solution, would they buy it? Would they buy it from us? Can we build a solution for that problem?

What if we found ourselves building something that nobody wanted? In that case what did it matter if we did it on time and on budget? When I went home at the end of a day's work, the only things I knew for sure were that I had kept people busy and spent money that day.

Until we could figure out how to sell and make the product, it wasn't worth spending any engineering time on.

As new mainstream customers are acquired and new markets are conquered, the product becomes part of the public face of the company, with important implications for PR, marketing, sales, and business development. In most cases, the product will attract competitors: copycats, fast followers, and imitators of all stripes.

The question is not "Can this product be built?" In the modern economy, almost any product that can be imagined can be built. The more pertinent questions are "Should this product be built?" and "Can we build a sustainable business around this set of products and services?" To

Because startups often accidentally build something nobody wants, it doesn't matter much if they do it on time and on budget. The goal of a startup is to figure out the right thing to build—the thing customers want and will pay for—as quickly as possible.

But in a startup, who the customer is and what the customer might find valuable are unknown, part of the very uncertainty that is an essential part of the definition of a startup.

We adopted the view that our job was to find a synthesis between our vision and what customers would accept; it wasn't to capitulate to what customers thought they wanted or to tell customers what they ought to want.

The question is not "Can this product be built?" In the modern economy, almost any product that can be imagined can be built. The more pertinent questions are "Should this product be built?" and "Can we build a sustainable business around this set of products and services?

selling the product to visionary early customers called early adopters. Before new products can be sold successfully to the mass market, they have to be sold to early adopters. These people are a special breed of customer. They accept—in fact prefer—an 80 percent solution; you don't need a perfect solution to capture their interest.4

Sólo se puede crear algo sólido y resistente a largo plazo cuando se crean ecosistemas vivos de ideas y mecanismos para lograr que las mejores lleguen rápido al mercado.

The market is a tool, and a useful one. But the worship of this tool is a hollow faith. Far more important than any tool is what you make with it.