How to Start a Startup - The Diigo Meta page

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• 08 Nov 08
  

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• 30 Dec 06
  

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• 30 Aug 06
  

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• 29 Aug 06
  

  boiman
  • don't have a lot
    of meetings; don't have chunks of code that multiple people own;
    don't have a sales guy running the company; don't make a high-end
    product; don't let your code get too big; don't leave finding bugs
    to QA people; don't go too long between releases; don't isolate
    developers from users;
  • The most important way to not spend money is by not hiring people
  • 10 more annotations...
  • • When you get a couple million dollars from a VC firm, you tend to
      feel rich. It's important to realize you're not. A rich company
      is one with large revenues
    • More generally,
      design your product to please users first, and then think about how
      to make money from it. If you don't put users first, you leave a
      gap for competitors who do
    • That's the key to success as a startup. There is nothing more
      important than understanding your business.
    • There is nothing more valuable,
      in the early stages of a startup, than smart users. If you listen
      to them, they'll tell you exactly how to make a winning product.
      And not only will they give you this advice for free, they'll pay
      you
    • In nearly every
      startup that fails, the proximate cause is running out of money.
    • The first thing you'll need is a few tens of thousands of dollars
      to pay your expenses while you develop a prototype. This is called
      seed capital
    • It's worth trying very,
      very hard to make technology easy to use.
    • If you can't understand users, however, you should either learn how
      or find a co-founder who can. That is the single most important
      issue for technology startups, and the rock that sinks more of them
      than anything else.
    • What matters is not ideas, but the people who have them. Good
      people can fix bad ideas, but good ideas can't save bad people.
    • What matters is not ideas, but the people who have them. Good
      people can fix bad ideas, but good ideas can't save bad people.
      
• 21 Aug 06
  

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• 08 Aug 06
  

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• 31 Dec 05
  

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• 16 Aug 05
  

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• 06 Apr 05
  

  David Corking

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  • Like most startups, we changed our plan on the fly. At first we expected our customers to be Web consultants. But it turned out they didn't like us, because our software was easy to use and we hosted the site. It would be too easy for clients to fire them. We also thought we'd be able to sign up a lot of catalog companies, because selling online was a natural extension of their existing business. But in 1996 that was a hard sell. The middle managers we talked to at catalog companies saw the Web not as an opportunity, but as something that meant more work for them.
• 12 Mar 05
  

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• 10 Mar 05
  

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  Marc Ordinas i Llopis

  Society

  • (This essay is derived from a talk at the Harvard Computer Society. It's not meant to be complete; I skipped some topics I've already written about in "How to Make Wealth," in Hackers & Painters.)
• 09 Mar 05
  

  kanzen zen

  Business

Page Comments

• 
  Jean-Michel G on 2006-12-29
  Essay - march 2005 -

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