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Why the Launch Tomorrow process actually works

September 11, 2020 by Luke Szyrmer Leave a Comment

Recently I showed up on the Predictable B2B Success podcast. Vinay interviewed me. He originally worked with Dan Norris as his content guy, and is now running a content repurposing agency.

Filed Under: assumptions, innovation, Risk, unknown unknowns Tagged With: case study, founder market fit, hero canvas, market risk, principles, prioritization

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

How to grow your new venture 10% week after week after week

December 25, 2019 by Luke Szyrmer Leave a Comment

One of the really “hard things” about the startup game is getting on a growth trajectory that grows exponentially. VCs debate how fast you should be growing on a weekly basis. But one thing about growth is clear. Instead of having the occasional bump in sales or growth, high growth startups are systematic in how they pursue their results. In particular, the heavy focus in this deep dive is on channel testing.

  • number of captains that register on the platform
  • number of captains that finished their profile or uploaded at least one of their boats there
  • number of people that booked this week or this month
  • the number of bookings started but not completed

Every Monday we would look at our numbers from the previous week. We would compare them to our targets from the previous week. Our goal was 10% growth per week. Especially in the start, we had a heavy focus on testing. As fast as possible. Find what’s working, and what’s not working.

Let’s say we wanted to have 10 Captains registered that week, and we hit seven. We then discussed why this happened, and tried to analyze why. Was it something that we can influence? or something that we can’t? So, sometimes it would be like, “Oh, I was sad. I was sick. Or I wasn’t focused.”

If it was a problem in our control, and a channel was getting lower and lower results week on week for 4 weeks. We then decided we should try something else, since there was a clear pattern over time.

These numbers and discussions forced us to think about immediate results. You want to act upon things that give immediate results first. You don’t have time to think about, “Oh, what would happen if we did this or that?” Should we go do a road show? a conference or not?

A failed channel experiment

After going to conferences, we realized it’s a waste of time. For us. At that time. We didn’t get anything. If you’re building the right thing, you don’t need the conference to continue building things.

I’m still maybe a bit harsh on conferences. People who attend conferences usually want to chill in a half-work environment. Some people go to build up their ego.

This photo was taken during an education event in Brazil called Bett Educar.
Photographer: Marília Castelli | Source: Unsplash

The upside of conferences, though, is if there are potential clients or users attending. If somebody can benefit from what you’re doing is there–and it’s not just two people– then it might be worth it. Like ship captains, in our case. Or people that are interested in fishing. Then you can try to invest your time in it.

But even then, be careful. Let’s say you convert 10 Captains at a conference. That’s the same amount that we get from sending cold emails to Captains and calling them on the phone in one week. During that one week, you can sit in the office and work on this for 20% of your time. Then you are free to do other stuff with the rest of your time. During a conference, you’re running around. You are trying to meet people. And you need to prepare beforehand to know who’s attending. If you have time, you introduce yourself earlier. Basically, you need to measure and compare the benefits of using each channel.

Conferences do have a place. They help us to connect. They help us meet new and interesting people. So, I definitely recommend people attend conferences, as long as they have this perspective.

The 10x Game

Something I call the 10x game came from this idea of focusing on immediate results only. Often when you start, you start thinking about a lot of things. A lot of concerns. It’s easy to get distracted.

You even start thinking of problems that are not immediate problems. Or immediate tasks that you need to complete now. For example, you are trying to think of how to optimize the process for 1000 users, but you only have five. It’s just not the best use of your time at this moment.

Sure, you need to think about that in the future. But at the moment, park that idea. Put it aside. Because it sucks time from what matters now.

Here’s how the 10x Game works

1. Pull out a box of multicolored post its with your team

2. Calculate what order of magitude you want to start with. This sounds complicated but actually it’s really simple. Take the number of clients you currently have. And then figure out the next power of 10 from that number:

  • 10^1=10
  • 10^2=100
  • 10^3=1000
  • 10^4=10000

Let’s say you have 33 customers. Then 100 would be your next power of 10. If you have 0, just use 10 as a baseline.

3. Assuming that is your next milestone, what marketing channels do you think will help get you to that number? So if you don’t have any customers yet, how do you want to get your first 10 customers. Take your stack of post-its, choose a color and brainstorm at least 10 different ways you can reach your target customers.

4. Then, repeat for the next power of 10 using a different color, and repeat again.

5. Finally, loop back to your first set of ideas. Priortize them. You can do this using dot-voting or any other mechanism that works for you & your team.

This results in a lot of ideas, clearly prioritized in terms of what you need to do first. It give you the space to think big, but also helps you drill down into what needs to happen right now.

Same channel today, different results

When you have 10 Captains and you want to grow 10 more Captains next week, then maybe a conference is not the best way to go. Or a hundred Captains in the next two months. The conference was more useful for branding purposes. Just not relevant to the golden numbers at the time.

Now, FishingBooker goes to a lot of conferences as a brand. You want to position and build a strong brand. You want to be in people’s minds. Once you have a budget for that, it becomes an opportunity. I saw the team a couple of months ago. They were speaking at a Google conference about their experiences.

Filed Under: innovation, metrics Tagged With: case study, faster time to market, growth

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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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