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Archives for August 2020

Ah, You Got Me… (The 4M framework)

August 27, 2020 by Luke Szyrmer Leave a Comment

Ketchup, chips, and chlorine.

Filed Under: assumptions, innovation, metrics, release planning Tagged With: market risk, testing

How To Pitch A Product’s Benefits, Without Sounding Like A Hype Windbag

August 21, 2020 by Luke Szyrmer Leave a Comment

I'm not going to shock you when I say that landing pages live and die by how well they persuade. And bullets form the foundation of any persuasive message you put out there. They're specific points which you expect will persuade the reader or listener.

Filed Under: innovation, Pitch

How To Prove You’re Not “Information Harvesting”

August 14, 2020 by Luke Szyrmer Leave a Comment

Just wanted to privately share some tactics to help you counter Google’s aversion to opt-ins in your landing page MVP. It’s hard enough getting a startup idea off the ground, to have to deal with arbitrary Google Adwords funny business.

If you are using the Launch Tomorrow process, email addresses have always been seen as “currency”. Emails are something valuable a prospect can give you to indicate that they really need the product you want to offer. Moreover, when selling online, you need email opt-ins to establish a relationship. In order to contact your prospect, you need an email address.

Google disagrees–kinda. One of the quickest ways to get on Google’s bad side is what they’ve dubbed “information harvesting”. How’s that for a “made up” problem?

Filed Under: landing page MVP, startup, tools for founders

How Intel wrote a business plan without committing to one

August 7, 2020 by Luke Szyrmer Leave a Comment

Take a look at Intel’s business plan (typos and all), circa 1968:

The company will engage in research, development, adn manufacture, and sales of integrated electronic structures to fulfill the needs of electronic systems manufacturers. This will include thin films, thick films, semiconductor devices, and other solid state components used in hybrid and monolithic integrated structures. A variety of processes will be established, both at a laboratory and at at a production level. These include crystal growth, slicing, lapping, polishing, solid state diffusion, photolithographic masking and etching, vacuum evaporation, film deposition, assembly, packaging, and testing, as well as the development and manufacture of special processing and testing equipment required to carry out these processes. Products may include dioded, transistors, field effect devices, photo sensitive devices, integrated circuits, and subsystems commonly referred to by the phrase “large scale integration”. Principal customers for these products are expected to be the manufacturers of advanced electronic systems for communications, radar, control, and data processing. It is anticipated that many of these customers will be located outside of California. Today, Intel is a multi-billion dollar company. Note that they acknowledge uncertainty, with the word “may”.

To me, it looks as though they intentionally wanted to avoid committing to specific product type, while still ticking the box that they have a business plan. The point of business plans isn’t to have a business plan. It’s to make your assumptions explicit, so that you can test them.

In fact, according to the old Startup Genome report on why startups fail, 70% of startups fail because they try to scale up, without having verified enough of their assumptions.

Best of all, verifying an assumption doesn’t require a full business plan.

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Filed Under: assumptions, Risk Tagged With: case study, planning

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    Luke Szyrmer is an innovation and remote work expert. He’s the bestselling author of #1 bestseller Launch Tomorrow. He mentors early stage tech founders and innovators in established companies. Read More…

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