I am giving a talk on “Extracting Competitive Insights from Software Demos: Crafting and Refining Your Company’s Message Through the Analysis of a Competitor’s Demo” at the Silicon Valley Chapter of the Society for Competitive Intelligence (SCIP) Tue-May-24 at 6PM.
Trying to take on established competitors using their same business model and value proposition is called “attacking a walled city.” It’s important to understand what your customer is actually paying for and find some way to offer a different value proposition.
A common mistake technical entrepreneurs can make is to focus on what’s easy to build, and enter a market with dozens of competitors without thought to differentiation. Or to hope that by making it “free” they can make money by selling ads.
I have learned the hard way whenever I wish for smarter prospects it means I need to improve my presentation, demo, or proposal: whatever it is that I have offered them that they didn’t understand, or believe, or decide to act on.
You can only capture a share of the value that you create if you want to create a sustainable business. While you need to assess the likely return on investment from your efforts and your probability of success, you also need to look at any deal from the other side of the table. It’s as important to minimize risk for you and your customer as it is to maximize value.
You may have been the smartest person in the room for a long time, but getting into a room with a customer changes that because a key knowledge domain of interest is the customer’s situation and needs. Here are some suggestions for how to keep learning instead of acting like the smartest person in the room.
A recent question from an office hours session on how to handle a prospect asking you to critique a competitor when both of you have new offerings in a new application area.
We are offering our “Getting More Customers” workshop 9:00am-1:30pm on Sat-Apr-23-16. Spend a morning working on your business with a mix of lecture, discussion with peer entrepreneurs, and reflection and writing. You will leave with a plan for getting the phone to ring and your inbox to fill with inquiries.
Getting better at customer discovery conversations requires preparation, practice, note taking, and follow-up. It can also be tremendously helpful if you can arrange for a partner who can observe, contribute, take notes, and de-brief with you. Even if you are a solo entrepreneur “trade interviews” with another entrepreneur: agree to help them with one of their interviews if they will help you with one of yours. Here is a recent exchange I had during an office hours edited for clarity.
One of the most common questions I hear in conversations with entrepreneurs at a Bootstrapper Breakfasts, in Office Hours calls, or with clients–and not infrequently from myself when comparing notes with peers–is, “Am I making a fool of myself?” Here are some questions you can use to clarify your situation when you are starting to feel like a fool.
In your early customer discovery conversations to assess demand for a new offering a wide range of customer needs and symptoms can trigger a leap to a solution, which just happens to be yours. Guard against this by probing to understand the root problem–have at least three questions that allow you to dig out the details–and consider questions that would disqualify your solution.
SKMurphy December 2015 Newsletter
This blog post summarizes our December newsletter, you can subscribe to the monthly SKMurphy newsletter using the form at the right
Retrospectives, Post Mortems, and After Action Reviews
The end of year is always a good time to look back and assess what you have accomplished and what you have learned doing so. This goes by several names: retrospectives, post mortems, and after action reviews being the most common. If you kept a copy of the goals you set for yourself for the year, comparing that list with your list of accomplishments may offer further opportunities for insight.
Scott Robertson had a great post up last month on how to make content marketing work: be relevant, be different, be real, be useful, and be consistent. Here are some excerpts along with additional thoughts and commentary.
Customer Discovery interviews are key to discovering whether or not a market exists for your product or service and the skills and questions you hone in the early market will continue to be refined as you scale. This month we focus on how to start them, techniques for cultivating your curiosity so that you learn as much as possible, and some suggestions for how to review and organize your findings on an ongoing basis.
I recently did an in depth interview with Jen Berkley Jackson of The Insight Advantage on primary research tools. Jen works with companies to help them make sure that they understand their customers better than any competitor or potential competitor. Her firm performs primary research for clients, using a variety of tools to gather information from customers, prospective customers, and the general market. Because of her considerable experience with a range of primary research tools I took this as an opportunity to explore the spectrum approaches that are available.
Ash Maurya rebooted his blog as “The Space Between“–experimental format where he is exploring the space between ideas–and has offered a number of short reflective posts. Here are excerpts from three where he explores the value of planning and reflection, and the need to prioritize learning over the illusion of progress.
Much has been written about a startup making a pivot in direction after Eric Ries first coined the term
in a 2009 blog post “Pivot don’t Jump to a New Vision.” The word pivot has attracted almost as much wordplay as the word lean. What follows is a short list of good and bad reasons to pivot.
Larry Smith is an Economics Professor of Economics at the University of Waterloo who writes and lectures on Entrepreneurship, innovation, and Technology markets. What follows is part of a conversation he had with Alan Quarry in the AQ’s Blog & Grill series of interviews with entrepreneurs. His key point, that he makes in a somewhat cranky fashion, is that technology entrepreneurship is a complex undertaking that requires patience, careful analysis, and planning.
This is a webinar replay that was recorded on Wednesday, June 8, 2011 with Massimo Paolini, Miles Kehoe, Dorai Thodla, and Sean Murphy discussing Barry Moltz‘s “You Need to Be a Little Crazy: The Truth about Starting and Growing Your Business.” They share how they personally found the courage to start their businesses and their desire to make “working for yourself” mean not only a better job but building equity.